Kodak Snapshots:Face-to-Face Employee Communication<br />Joy Arcara, Emily McMullen, Brendan Murphy, Stephanie Majercik<br...
History<br />
History<br />1993 – Kodak hires George Fisher as CEO to lead a turnaround for the company<br />Formed an assertive campaig...
History<br />Created by George Eastman in 1888<br />Frontrunner in the industry creating new products & processes to make ...
Research<br />
Research<br />Research conducted by Kodak with their employees showed them a number of problems:<br />Employees preferred ...
Objectives of Snapshots<br />
Establish a Communications Infrastructure<br />Was a way to help employees see the big picture in two ways<br />To foster ...
Other Objectives<br />Enable employees to understand Kodak’s performance expectations and actions to achieve company objec...
How Its Done<br />
Included in the Snapshots program were the following components<br />Cross-disciplinary teams-these included employees, HR...
Results<br />
Results<br />Evaluated results using Quarterly Attendance Reports and Post-Meeting Surveys<br />Through this evaluation th...
The Company Today<br />As of 2006, Kodak was the industry leader in digital camera and printer sales in the U.S.<br />In 2...
Discussion Questions<br />
In today’s “wired” world, why is face-to-face communication a better option than a broadcast e-email, fax, or voicemail?<b...
How does effective communication affect morale?<br />Effective communication really makes employees and others feel like t...
How can a communication program address problems created by falling stock prices, dwindling market share, or layoffs?<br /...
Do you see a correlation between the attendance at briefings and the people who say they have a better understanding of th...
How would you prepare line supervisors to best communicate with those reporting to them?<br />By not talking down to emplo...
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Kodak snapshots

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Kodak snapshots

  1. 1. Kodak Snapshots:Face-to-Face Employee Communication<br />Joy Arcara, Emily McMullen, Brendan Murphy, Stephanie Majercik<br />COM 412 – Dr. Catherine Foster<br />
  2. 2. History<br />
  3. 3. History<br />1993 – Kodak hires George Fisher as CEO to lead a turnaround for the company<br />Formed an assertive campaign to help make Kodak more competitive and performance driven<br />Basis of campaign was one-on-one communication with employees worldwide<br />Today called the Snapshots program<br />
  4. 4. History<br />Created by George Eastman in 1888<br />Frontrunner in the industry creating new products & processes to make photography “simpler, more useful and more enjoyable.”<br />Early 90s presented Kodak with a challenges from changing technologies, international competition, and uncertain consumer behavior<br />
  5. 5. Research<br />
  6. 6. Research<br />Research conducted by Kodak with their employees showed them a number of problems:<br />Employees preferred direct interaction with their supervisors, but 2/3 of the company said they relied on outside news sources to get information<br />Employee surveys showed lack of confidence in their managers<br />In fall 1994, Kodak tested their one-on-one approach during a communications roll-out of benefit reductions<br />Surveys conducted afterwards showed 84% of employees felt meetings were a good way to get information; 74% understood why changes were being made<br />
  7. 7. Objectives of Snapshots<br />
  8. 8. Establish a Communications Infrastructure<br />Was a way to help employees see the big picture in two ways<br />To foster management credibility<br />Mitigate negative surprises<br />
  9. 9. Other Objectives<br />Enable employees to understand Kodak’s performance expectations and actions to achieve company objectives<br />Stimulate regular two-way symmetrical communication between supervisors and employees<br />Clarify corporate and unit goals by answering questions<br />“What does this mean to me?”<br />“What actions should I take?”<br />
  10. 10. How Its Done<br />
  11. 11. Included in the Snapshots program were the following components<br />Cross-disciplinary teams-these included employees, HR, finance, research and other business units<br />Employee communications creates the Snapshotspackage<br />Briefing charts<br />Bullet point scripts<br />PowerPoint<br />Reason to Believe module<br />Quick cycle time is a priority:<br />Quarterly performance measure<br />Posted on company intranet<br />Grassroots pull<br />Watch for messages<br />Managers/supervisors meet FACE-TO-FACE with employees<br />Present Snapshot information<br />Local news/activities<br />
  12. 12. Results<br />
  13. 13. Results<br />Evaluated results using Quarterly Attendance Reports and Post-Meeting Surveys<br />Through this evaluation they found:<br />Attendance at voluntary briefings increased<br />Employees had a better understanding of the company<br />Employees felt more confident in the management<br />
  14. 14. The Company Today<br />As of 2006, Kodak was the industry leader in digital camera and printer sales in the U.S.<br />In 2005, the revenue from digital products comprised the majority of the company’s business<br />They are still trying to increase profits<br />CEO has been meeting with different employee groups as part of the strategy<br />
  15. 15. Discussion Questions<br />
  16. 16. In today’s “wired” world, why is face-to-face communication a better option than a broadcast e-email, fax, or voicemail?<br />While e-mail, fax, and voicemail, and social networks are all convenient forms of communication the real benefit comes from face-to-face communication. Face-to-face communication is more personal and direct and the feedback is immediate. Its also much easier to clarify any misunderstandings and or miscommunications and address questions that arise, where are e-mail, voicemail and fax are delayed. It also makes employees feel that their issues have been heard and will be dealt with efficiently.<br />
  17. 17. How does effective communication affect morale?<br />Effective communication really makes employees and others feel like they are a part of the conversation and that they are appreciated, which has a positive impact on morale. If an employee feels that they cannot effectively communicate with management they may feel lost and less motivated to work for someone who isn’t listening to their concerns.<br />
  18. 18. How can a communication program address problems created by falling stock prices, dwindling market share, or layoffs?<br />Communicating both good and bad aspects of the company, as well as problems the company is facing , employees will hopefully work harder to prevent them from happening. In addition, when something bad does happen to the company, employees won’t be as resentful towards the company because they understood what was happening. If managers are communicating well with the employees they can fix the issues that result in loss of jobs, market share and so on. <br />
  19. 19. Do you see a correlation between the attendance at briefings and the people who say they have a better understanding of the company?<br />Yes. The more people that attend the briefings, the more people are gaining information about the company, and therefore as attendance increases, so will employee knowledge about the company. Of the 88% that said they attended meetings, 81% believe it has helped them understand the company better. <br />
  20. 20. How would you prepare line supervisors to best communicate with those reporting to them?<br />By not talking down to employees. Make them feel as if they are a part of the conversation. Employees are the backbone of an organization, so make sure line supervisors show this in their communication style. Such as being sympathetic when listening to employee concerns about the company. Managers can also coordinate their approach before employee meetings with a manager meeting to ensure that all managers are on the same page and relaying the same information. <br />

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