pg&e employee engagement
TRANSCRIPT
Communicating Effectively With Those Who Matter INTERNAL COMMUNICATIONS WITH THE PG&E TEAM
• Achieving employee ENGAGEMENT takes a deep knowledge of audiences, business objectives, outcomes, employee surveys, planning and execution.
• There must be a balanced RELATIONSHIP between employer, employee, customer and process.
EFFECTIVE EMPLOYEE ENGAGEMENT requires a deep understanding of that which is important to your employees...
Key employee touch points.
Touch Point
3• Pre-meeting in Bull
Room. This is an opportunity for oral messages and/or hardcopy message delivery
Touch Point
2• Employees clock-in
via kiosk or terminal. This is an opportunity for e-message/alerts delivery
Touch Point
1• BYOD to work – what
is PG&E’s policy? PG&E does not provide smart phones but most in the field have them. This is an opportunity for e-message/alerts delivery
Employee Touch Points
EFFECTIVE EMPLOYEE ENGAGEMENT requires meaningful FEEDBACK...
Touch Point
7• Clock-out at kiosk or
terminal is another opportunity for e-message/alerts delivery
Touch Point 6• Training which is likely
monthly at a minimum and is an opportunity for oral or hard copy message delivery
Touch Point 5• In truck is a computer
with work orders; this is an opportunity for e-message/alerts delivery
Touch Point
4• On the seat in truck
is an opportunity for hard copy message delivery
Key employee touch points, continued.
80%
20%10
%
THE CASE FOR VISUAL COMMUNICATION
FACT: Training materials used by the federal government cite studies indicating that the RETENTION of information three days after a meeting or other event is six times greater when information is presented by VISUAL and ORAL means than when the information is presented by the spoken word alone.
READ
HEAR
SEE AND DO
• Visual communication is everywhere, from electronic media and TV to environmental contexts such as road signs
• We are more dependent on visual culture, visual artifacts, and visual communication as a mode of discourse and a means of developing a social and cultural identity
• People not only communicate visually more, they also communicate better when they do so visually
Message delivery for SAFETY and other such critical content:• Pre-meetings • Seat of truck• Formal training• At clock-in/out kiosk• Laptops in the trucks• iPads in the field• Town Hall meetings• On paystubs or in with paycheck.
The animation automatically begins.
SAFETY FIRST!
✔✔✔
JOB 1 = SAFETY
Message delivery for MORALE and other such team-building content:• Monthly random drawing and "Golden Ticket” (gift card, etc.) in
paycheck• Annual corporate cook-off/competition where executives cook and
serve food to employees who cast votes for the winning dish• Employees starring in commercials• Giveaways
The animation automatically begins.
AVOID THE FAILURE TO ACT ON FEEDBACK:1. Central system (i.e.,
SharePoint or See,Click,Fix)
2. *Performance Metrics• Capture the
information• Track the
information• Track the process• Follow up
DANGER: Failing to Communicate and Falling Static
*Might we use the system PG&E uses for customer feedback and complaints?
Q: What does
SUCCESS look like?
A: EFFECTIVEEMPLOYEE ENGAGEM
ENT
Do not merely ENGAGE employees, actively EMPOWER them. Connecting empowered employees with each other in creative ways so together, they bring about exceptional results. This is about connecting them to success, creating culture and building a powerful brand.
The STORY of PG&E is clear. The narrative and the reality must line up; behaviors and values are congruent with how processes, systems and people interact.
There’s a HUMAN side to MANAGEMENT. Managers recognize people are individuals and take a humanistic approach to development, feedback, enabling and coaching.
Improved employee engagement to ensure the RESULTS are not flat but are HIGHER.
MEASURED improvement in RESPONSE to employee feedback.
