Communication Plan
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The document outlines a communication plan for Honda Motor Company to improve customer satisfaction and implement organizational change. It includes launching the plan in three phases: creating need for change, engaging stakeholders, and celebrating success. It discusses using technology like intranet, email, and social media to share information. Effectiveness will be measured through responsibility charting, feedback surveys, and data analysis. The plan also addresses generating feedback, dealing with negative responses, and fully implementing changes.
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Communication Plan
- 1. Communication Plan Melissa Pratt AET 560 July 11th, 2016 Natasha Spellman AET/560
- 2. Introduction: Honda Motor Company ❏ Honda Motor Company recognizes their need to improve customer satisfaction in order to create a loyal customer base. ❏ The change process will be used to increase customer satisfaction as measured by employee job performance and organizational success. ❏ A comprehensive communication plan is imperative to share the change process with employees and key stakeholders.
- 3. Communication Plan Content Launching the Communication Plan Technology Effectiveness and Management Response Generating Feedback for Improvement Addressing Negative Responses Producing Organizational Change
- 4. Launching the Communication Plan Pre Change Creating the Need for Change Midstream Change Process Confirming & Celebrating Change Success Communication plan to create dissatisfaction with current customer feedback scores to engage leadership in change. Communication plan to invest key stakeholders, gain support for needed change, and determining steps for change. Explain the need for organizational change and share the steps for achieving change. Communication Plan to share progress with stakeholders, identify issues or areas for adjustment, and support current organizational changes that have been implemented. Communication plan to share success, determine further needs, and assist employees with change.
- 5. Technology Honda Intranet Email Supervisors Twitter Honda Wiki Intranet is an online space that is only available to Honda employees. Through this channel, general information regarding the change can be posted to inform all employees at any level. Email can be used to shared targeted information with specific groups within the organization. Employees expect to hear important information from their supervisors. Information that directly impacts employees’ positions will be shared from their supervisors using their technology tool of choice. “Enterprise microsharing can help address a dueling dilemma for organizations needing to move knowledge where people need it now and keeping information from leaking out of the organization,” (Bingham & Conner, 2010, p. 83). Wiki’s allow the organization to compile documents and information in one place. On top of this, there is also a space to have a discussion or ask questions regarding the change. This can be used to disseminate information. (Nussbaum- beach & Ritter Hall, 2012, p. 83).
- 6. Effectives and Management Response Cawsey, Deszca & Ingols (2012) suggest the use of responsibility charting to track employee progress, assign tasks, and measure overall effectiveness. Actions Responsibility Sue Rob John Dates Action 1 A R 7/11/16 Action 2 R S 7/15/16 Coding: R = responsibility A = approval S = support
- 7. Effectiveness and Management Response ❏ 360° feedback: performance feedback gathered from peers, subordinates, supervisors, and customers. (Spector, 2013, p. 106) ❏ Communicate purpose and build commitment rather than issuing reports and creating policies,” (Spector, 2013, p. 160) ❏ Compile data from all stakeholders. Determine what areas are showing improvement towards the change process goals and objectives
- 8. Gain Commitment Through Communication High Employee Commitment: ❏ Clarify organizational goals, strategy, and values ❏ Allow employees greater access to managers ❏ Create teams ❏ Share performance information widely ❏ Rely on organic rather than traditional controls ❏ Offer employees opportunities for individual development (Spector, 2013, p. 88)
- 9. Generating Feedback for Improvement ❏ Surveys ❏ Discussion Boards ❏ Interviews ❏ Change websites ❏ Team meetings “Good communication programs are essential to minimize the effects of rumors, to mobilize support for the change, and to sustain enthusiasm and commitment,” (Cawsey, Deszca, & Ingols, 2012, Ch. 9).
- 10. Addressing Negative Responses ❏ Respond to the resistance ❏ Gain understanding on WHY there is resistance ❏ Address concerns with employees ❏ Use leaders within the organization to support the change ❏ Listen carefully ❏ Don’t get defensive: understand others perspective and concerns ❏ Ask for time: process the true heart of the issue, develop appropriate response (Grote, 2015)
- 12. References Bingham, T., & Conner, M. (2010). The new social learning: A guide to transforming organizations through social media (2nd ed.). San Francisco, CA: Barrett-Koehler Publishers, INC.. Cawsey, T. F., Deszca, G., & Ingols, C. (2012). Organizational change: An action-oriented toolkit (2nd ed.). Thousand Oaks, CA: SAGE Publications, INC.. Grote, D. (2015, August). How to handle negative feedback. Harvard Business Review, (), . Retrieved from https://hbr.org/2015/08/how-to-handle-negative-feedback Nussbaum-beach, S., & Ritter Hall, L. (2012). The connected educator: Learning and leading in a digital age . Bloomington, IN: Solution Tree Press Spector, B. (2013). Implementing organizational change: Theory into practice (3rd ed.). Upper Saddle River, NJ: Pearson Education, INC..
Editor's Notes
- According to "Customer Service Scoreboard" (2016), “Honda customer service is ranked #463 out of the 891 companies that have a CustomerServiceScoreboard.com rating with an overall score of 31.71 out of a possible 200 based upon 428 ratings. This score rates Honda customer service and customer support as Disappointing.” Honda’s current practices and policies that impact customer services need to be changed in order to increase their customer satisfaction and develop a satisfied, loyal customer base. These needs will require Honda to develop a change process that will increase their overall customer satisfaction measuring the success by employee job performance and organizational success through customer feedback scores. Customers are ultimately affected by employee performance, which is ultimately affected by effective leadership within the program. A communication plan is necessary to develop in order to ensure all employees and stakeholders are aware of the changes occurring at Honda Motor Company.
- “Communication plans need to be developed for four major reasons: (1) to infuse the need for change throughout the organization; (2) to enable individuals to understand the impact that the change will have on them; (3) to communicate any structural and job changes that will influence how things are done; and (4) to keep people informed about progress along the way,” (Cawsey, Deszca, & Ingols, 2012, Ch. 9).
- Cawsey, Deszca, & Ingols (2012) outline the four phases to a communication plan: (a) Prechange approval- linking the change to the organization’s goals, plans, and priorities was critical. (b) Creating the need for change- Provide urgency and enthusiasm. The vision for the change needs to be articulated and the specific steps of the plan that will be undertaken need to be clarified. People need to be reassured that they will be treated fairly and with respect. (c) Midstream change and milestone communication- During this phase, extensive communications on the content of the change will be important as management and employees begin to understand new roles, structures, and systems. (d) Confirming/celebrating the change success. (Ch. 9).
- The integration of technology into the change process requires much thought and consideration, in order to choose the best tools for the organization. The chosen tools must fit the change as well as the organization’s needs. Cawsey, Deszca & Ingols (2012) state, “Channel richness ranges from standard reports and general information e-mails at one end through to personalized letters and e-mails, telephone conversations, video conferencing, and face-to-face communications at the other end. When the information is routine, memos and blanket e-mails can work well. However, when things become more complex, ambiguous, and personally relevant to the recipient, the richness of the communication channel needs to increase,” (Ch. 9). Developing a wide range of tools to share information and receive feedback, is important to employee understanding of the change.
- Cawsey, Deszca & Ingols (2012) explain that responsibility charting is ...“a valuable tool to detail who should do what, when, and how. As well, it can be used to help keep projects on track and provide a basis for record keeping and accountability,” (Ch. 9). Tracking the goals that need to be met through specific actions, allows the organization to hold employees accountable as well as track the progress being made towards the changes.
- Information from these measurement systems enables change managers to: (1) frame the implications of the vision in terms of expected outcomes; (2) monitor the environment; (3) guide the change, gauge progress, and make midcourse corrections; and (4) bring the change to a successful conclusion. (Cawsey, Deszca, & Ingols, 2012, Ch. 10). 360 Feedback- Provide feedback to develop new competencies: “To make sure that the feedback is offered in a way to maximize its impact on behaviors. To make sure that the feedback moves employees toward new behaviors rather than reinforcing old behaviors,” (Spector, 2013, p. 104).
- When employees feel that they are respected, they understand the changes that need to be made, and they feel heard within the organization, they are more likely to commit the both the organization and the changes ahead. Organizations need to integrate strategies for gaining employee commitment to the change in order to ensure success.
- Cawsey, Deszca & Ingols (2012) developed a list of tools organizations can use to generate feedback from employees. “Change websites, electronic bulletin boards, online surveys to sample awareness and opinions, and change blogs can all play useful roles in the communications strategy. However, when uncertainty rises on things of importance, don’t forget the power of face-to-face communications. Positive reactions tend to increase and negative reactions are lessened when people have an opportunity to hear from those in authority and ask them questions about the change and its impact,” (Ch. 9). Using a variety of tools to generate feedback, will provide more opportunities for employees to share their thoughts and concerns. This information is imperative for determining areas that continue to need
- “An effective communications campaign can reduce the number of rumors by lowering uncertainty, lessening ambivalence and resistance to change, and increasing the involvement and commitment of employees,” (Cawsey, Deszca, & Ingols, 2012, Ch. 9). Respond to resistance: “conflict, when managed properly, can improve effectiveness, increase innovation, and enhance adaptiveness (Spector, 2013, p. 33) There are always reasons why employees might resist change. It is important to find out why the employees are resistant and attempt to find ways manage employee’s concerns or issues. Use leaders within the organization: “Find a champion-of-change leader who will build awareness of the need for change and articulate the vision for change,” (Cawsey, Deszca, & Ingols, 2012, Ch. 4).
- Image: Organizational change communication principles [Digital image]. (n.d.). Retrieved July 10, 2016, from http://centerforriskcommunication.org/organizational-change-communications-strategy/ The change process is a key component to the future success of Honda Motor Company in developing loyal consumers. A clear and concise communication plan is imperative to ensure all key stakeholders are part of the change process and understand its impact on them and the organization. This communication plan looks at all aspects of the change process and identifies appropriate communication channels for sharing information with and receiving feedback from stakeholders.