change communications hrd programmes

© Hunterskil Howard International Communications and Marketing

Internal communications & employee branding

Communications to help manage change and make employees achieve their goals

http://www.hh-int.com/

www.hunterskil-howard.com© Hunterskil Howard International Communications and Marketing

"To succeed today, a business has to be agile … It has to continuously modify operating procedures, business models, marketing.

To keep innovating, companies have to have employees who are passionate about the mission of the company and the meaning of the work.

Business has become a battle to find people who will bring their brains, their hearts and all their energy to work with them. Anything less, just is not enough …

"Without passion … employees won't deliver their full energy and intellect, and companies won't innovate fast enough.

Employees who are less than fully engaged won't tolerate continual change”

Schwab co-Chief Executive Officer David Pottruck. Context magazine July 2000



DHL Slogan (= brand promise):

“We keep your promises”

Question posed:

Who is “we”?



Holistic communications

Action: We Sell They Buy :Action

Why

Willing

Able

Attention

Interest

Desire

The Sell-in The Sell-out

“We” “Them”

Customers, Prospects, Stakeholders

Integration of internal and external communications campaigns & tools



What do you want “us” to do?And how?

Vision

Mission

Values



Inform and create the spirit of confidenceIn an era of accelerating change …

What kind of company will it be?

What will be the impact

on my job?

Why did it Happen? Why me?

What are we aiming for anyway?



Krauthammer ModelVision

Action

Meaning + Willingness + Ability

Mission Values Responsibilities

Goals PrinciplesCompetencies



Internal communication modelWhy, Willing & Able TM

WHY: • Explain your vision, mission and business so people

understand why they must act and/or change. Clarify what’s in it for them

WILLING:• Relate their individual actions to your vision and values and

corporate culture ABLE:

• Empower people to act. Coach, train, develop and support with resources



• Video• PowerPoint

presentation• Internal

newsletter

Why Willing Able Action Results

MissionGoals

ValuesPrinciples Training Procedures Incentive

Leadership Plan/strategy Resources Process Results

Stage

Messages

Quality model

• Sell-in Meetings

• Employee newsletter

• Posters

• Conferences• Classroom

sessions• Intranet

• Quality handbooks

• Product inf.• Price lists• Guiding

principles

• CSF/EPS• Performanc

e measurement and development programmes• Multimedia

• On-line video• Kick off

meetings

• Newsletter• E-mailings• News group• Open day

• IBT• Search

engine• Help desk• Directories

• Asset management

• Document distribution

• Interactive support

• Personalresults page

• Feedback options

• Counters

Internal communications process

Managers

Customerfacing

sales/support

Shop floor/suppliers



A powerful business tool Often the most neglected area of a company’s

communications investment … yet the most important for mobilising its people

Not a soft option but a business tool just as much as a company’s IT strategy

The more staff understand the vision, mission and values, the healthier the bottom line.

No communication is bad communication - what’s not said will be guessed (9 times out of 10 will be wrong)How clearly do you communicate vision, mission and

values to your staff?



Case studies1. Novartis Consumer Health2. DHL 3. Adecco Group4. National Starch & Chemical



Heart & Pride for Vision

Internal communications in a global company of brands(Novartis Consumer Health, NCH)



Situation analysis It is believed that NCH staff have gone through too

many changes and reorganisations and are a not too motivated to embrace the challenges that go with the vision

Employee motivation and satisfaction survey will hopefully reveal the true situation



Objectives To align the hearts and minds of our people with the

strategic objectives Make people aware of and understand the vision, and

the critical success factors- % know the vision (being leader)- % know what consumer health industry is- % know x number of key brands of NCH

Position NCH as a global company of strong visible brands



Audiences Top management Regional & country management Global brand management Global/national departmental managers

HR Managers NCH Communicators Rest of Staff (with - without PC access)



The strategy Define strategic goals and gear all communications/

messaging as proof of goal value. Share results. Inform all Novartis staff in a friendly, personal way

about the background to the changes Define new goals for each person in Consumer Health Enable line managers to take message in more depth

to their units and act as ambassadorsA complete internal communications program to build

vision, motivation etc. using a variety of tools.



Core messages The Vision & CSFs NCH is a global company of strong visible brands in

the Consumer Health industry The Consumer Health industry is a fast moving, highly

competitive industry where only strong brands win NCH is an organisation in which people are the

competitive edge



Messages Specific messages related to organisational

procedures and programmes- Best Sales Award Programme- People Performance Review &Development

Programme- The People speak! Employee survey- HS&E Programme

Any other company news that helps realise the Vision/CSFs and supports the Circle of Reinforcement model (company – brands – people)



ConferencesThe WordImpulse

BrandbookPosters

Brochures

MissionGoals

ValuesPrinciples

Training Procedures Incentive


Stage

Messages

Quality model

Managers

Middlemanagement


MeetingsClassroom sessions

Brochures

ConferencesTrainings

How to guides

Quality handbooksProduct inf.Price lists

CSF/EPS

•Multimedia• Intranet

“Free the Genie” + Brand sections

•Newsletter•E-mailings•Newsgroup•Announce-

ments

• IBT•Search

engine•Help desk•Directories

•Asset manage-ment

•Document distribution

• Interactive product support

•Personalresults page

•Feedback options

•Counters

Employee communicationsWhy Willing Able Action Results



Tools Dare to Lead (D2L) conference with

multimedia presentation + other “roll out” items in Europe and U.S.

NCH Corporate Profile - Vision + Market NCH Brand book/binder Intranet - “Free the Genie” + Brand Section Global internal newsletter – The Word (12,000 people,

40 countries)

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Tools (cont’d) Employee Survey Brochures and follow up for specific programmes Posters Feed back generating post cards Brand of the month Explain the health care continuum and the “raison

d’etre” of NCH



What we‘ve done for Novartis International Cross-Division Communication, Branding and

Design Internal Communication supporting merger and culture change Conference conception and execution Information sharing using Lotus Notes and Intranet technology Employee Motivation and Development Electronic Newsletters Community Relations



Building unity after radical change in working practicesInternal communications programme ongoing since 1997: DHL International



Situation analysis DHL – a world-leading international express company

headquartered in Brussels (now part of Deutsche Post) HQ split across 2 locations in Brussels Moved into one building: Global Coordination Centre

(GCC) but people from global side saw themselves as different people to the operational staff

The merger involved integration – no one was happy !



The strategy Put open communications channels in place Make heroes of everyone Canvass opinions Allow people to express themselves Create employee forums around European directives



Tools

Employee opinion survey Badge/logo for Global Service Commitment Forum reports GCC.com internal newsletter e-flyers to promote new services internally Multimedia programs, video, ads, posters, e-flyers,

binders etc. to promote Global Service Commitment on a global basis to more than 70000 employees.



Teamforce reinforcementacross global group

Internal communications programmes: Adecco Group



Company situation Adecco – one of the largest staffing companies in the

world Comprises various brands: Adecco, Ajilon, Lee Hecht

Harrison, and jobpilot. Adecco’s task is to pull all different companies together

and motivate its staff.

Need for popular communications channels to communicate across the different channels



Viva! the internal e-zine for Adecco



Adecco group portal intranet



Sharing information



International Media relations Corporate Branding & Design Award Winning Annual Report and supporting publications Intranet design and management Electronic newsletter – Viva! Sponsorship campaigns for Formula One and Davis Cup tennis

What we‘ve done for Adecco


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Creating a “virtual” workplace to keep people in touch

Global intranet site: National Starch & Chemical



Situation analysis National Starch & Chemical – a member of the ICI group of

companies and leading manufacturer of adhesives, specialty synthetic polymers, electronic & engineering materials, specialty food, healthcare and industrial starches

A need to promote National brand values and facilitate National corporate thrusts

A need for knowledge management and sharing, e-learning and empowerment:

• Provide easy and rapid access to information, knoiwledge and assets• Support awareness of the values of the individual to the success of the

company• Improve personal and team productivity• Promote global team working• Increase customer responsiveness



The strategy Encourage National employee to actively search for information

via Intranet Make it easier to share available information and expert

knowledge Make information accessible, easily searchable within 2-3 mouse

clicks Introduce intranet as a place where business gets done

Hunterskil Howard positioned the National intranet as a virtual workplace; a living, changing world geared to providing

work-related services that enhance people’s existing capabilities



System architecture Built in Lotus Notes Series of LN databases, which were ‘web enabled’. Development environment required to test new code,

functionality and changes Once tested and approved by the client, these

changes can be made live Site is hosted within National at Warwick by IBM, this is

then mirrored across the globe at local servers Time differences and replication times have to

managed carefully



Launch of N-Zone Rolling launch – over 24 hour period Email from CEO with Macromedia Flash movie attachment sent to

notify users of the launch region by region, based on the time zones

- States, Australia, Asia, Africa and finally Europe. Printed Poster/Flyers sent to more than 130 National Starch

locations throughout the world

Application



National Toolbox – further people empowerment A key component of the N-Zone – widely accepted

within National Enables National employees to create, publish and

maintain their own sites within N-Zone framework Users can add text, images, files and links when

creating their own sites No previous knowledge of computer programming or

HTML is required The Webmaster at National has the final authority to

publish individual sites.



• Video• PowerPoint

presentation• Internal

newsletter

Why Willing Able Action Results

MissionGoals

ValuesPrinciples Training Procedures Incentive


Stage

Messages

Quality model

• Sell-in Meetings

• Employee newsletter

• Posters

• Conferences• Classroom

sessions• Intranet

• Quality handbooks

• Product inf.• Price lists• Guiding

principles

• CSF/EPS• Performanc

e measurement and development programmes• Multimedia

• On-line video• Kick off

meetings

• Newsletter• E-mailings• News group• Open day

• E-learning• Search

engine• Help desk• Directories

• Asset management

• Document distribution

• Interactive support

• Personalresults page

• Feedback options

• Counters

Internal communications process

Managers

Customerfacing

sales/support




Global Internal Communications Realising your Vision, Mission and Goals Proven track record for companies such as:

• DHL Global Service Commitment programme• Novartis (Ciba Geigy / Sandoz)• Adecco (Adia, Ecco, etc.)• National Starch & Chemical

Based on proven models and methods Maximising the returns on investments



What is our role? Listen and learn and give an honest perspective on

your ideas and needs Innovate, Integrate, Improve, Inspire … Build and nourish your vision through compelling

programmes … and measure their effect Develop pragmatic, deliverable communications

positions, missions, strategies & action plans within budgets and timescales

Develop and produce powerful, memorable and highly creative communications programmes



Unleash the power of your people

We can help “we” succeed


change communications hrd programmes

Documents