full conference presentation slides

CIPR INSIDE Annual conference:Changing behaviour for better business2014

CHANGING BEHAVIOUR FOR BETTER BUSINESS

Introduction to CIPR Inside and welcome

Jenni Wheller


Our core purpose: to be the go to professional body for everyone working in internal communications and employee engagement

Our strategy: Making an impact


• Inspiring• Measuring• Professional Development• Advising• Changing Behaviours• Trusting


You can always get in touch:[email protected]


MonkeysMessengers

and Myth Makers

Benjamin Ellis


Language Language and Lexicon

Not my monkeys.

Not my circus.


Here’s to the chimps...

Neam

"Nim Chimpsky" by Herbert Terrace/Bantam http://en.wikipedia.org/wiki/File:Nim_Chimpsky.jpg


Cash for Bananas


ToM

We see other people’s stories


Theory of Planned Behaviour


Attitude towards the behaviour Social norms Perceived control

V

Intentions

V

BehavioursIcek Ajzen, 1991

Entitativity


Entitativityfate similarity proximity

observer expectancy effect anchoring and focusing conformation bias availability

cascade bandwagon


Reification

Presenteeism


Cash for Bananas


MasteryAutonomyPurpose

Daniel Pink, 2009


Social Business

Digital Transformation


This is our circus

BenjaminEllis

CIPR INSIDE Annual conference:

Changing behaviour for

better business2014


Lightning Talk: How I used the most basic of internal comms to

change the business

Diane Young

I woke up to the fact that………

…..nothing was going to get better unless I got better

Year 1 – Sales dropped

Year 2 – Sales grew 26%

Year 3 – Sales grew 37%

2014 – 58% YOY growth

Purpose:Some people have ideas. Some people need ideas. We put them together.

Vision:By 2016 we will be connecting like-minded marketers in the 5 main centres of marketing globally

Vision:We will be the first global platform connecting like-minded marketers

This is some important point• One amazing fact you didn’t know

• Another amazing fact you maybe did know• A third fact you knew but didn’t know was

relevant• And a fourth fact that needs to be stated

• And a fifth point just for luck• And did I mention point six too?

• And there’s an important conclusion too

Mission & Vision

Successes

Challenges

Results

Ambitions

Rewards

Targets


Lightning Talk: Employee Voice with Engage for Success

Cathy Brown

The four enablers of engagement

Employee Voice Past & Present

Old Style - command & control

Cascade & broadcast communications

Suggestion boxes

Collective bargaining through the unions

Telling not asking

Employee surveys

Present day - Same things, different channels

Corporate video

All hands conference calls

eCard recognition, online rewards

New ideas schemes

Intranets

gamification

rewards

Employee Voice in the future

Future - technology & generational differences

Social media - many to many matrixed communications - social voice rather than a collective voice

Gamification

Learning platforms

Online communities

Technology convergence

BUT

Our attitudes & behaviours have to change. Releasing and nurturing employee voice is not:

• unproductive

• time wasting

• Insecure

Allowing people a voice is not weak, listening to it and responding to it makes your organisation stronger.

Employee Voice & changing behaviour

“Voice is the ultimate expression of faith in employees – and to be authentic, it has to have at its core a profound belief that they are the solution, not the problem and not just a cost on the balance sheet.

Voice is also a two-way street; ‘it takes two to tango’. So management and leadership behaviours that promote dialogue have to be at the heart of effective voice.

The challenge is going beyond lip-service to the slogan ‘our employees are our greatest asset’ to believing this with such certainty that it changes behaviours - what we do and how we do it – because we have new beliefs about what works and why.” Rethinking Employee Voice - IPA

What would change in your organisation if leaders and managers genuinely welcomed employee voice and put it at the heart of everything?

And what would have to change in order to allow that to happen?

Engage for Success Resources

www.engageforsuccess.org

@engage4success on Twitter

[email protected]

http://www.engageforsuccess.org/

mailto:[email protected]


Lightning Talk: Measurement

Kevin Ruck

Without research we are working blindfolded

CHANGING BEHAVIOUR

Keeping employees

informed is not enough... give

employees a say

ORGANISATIONAL ENGAGEMENT

‘This is a good organisation to work for... it really looks after people’

THINK FEEL

DO

RESEARCH

Find out what employees think and feel... and

act on it

KEVIN’S IC FORMULA

Let’s make a real impact


Lightning Talk: Digital

Intranetizen Group

How is digital changing our behaviour

The transformation of our experiences

Reality vs perception

Digital Manipulation

Dana LeesonJonathan PhillipsLuke MephamSharon O’Dea

Intranetizenwww.intranetizen.com


Networking Sessions


Lunch


Feedback


Case Study: DVLA – Changing mindsets and Hackathon

Simon CromwellChristopher Elias

@chriseliasUK@simoncromwellUK


Changing Mindsets using a Hackathon

Innovate, Collaborate, Accelerate


4,98545.6 million 37.3 million

175 million

£6 billion

0.62%

£67.1 million£537 million

£40.6 million

25 million

50 million

10 million

Overall the DVLA employs

full time equivalent staff.

We currently hold

driver records active vehicle records

we collect overin VED for the Government

road tax evasionis at a low of

Personalised Registrations

running costs in 2012/13*

efficiency savings

of sustainable efficiency savings have beenrealised as at 2012/13 against 2010/11 baseline

transactions

last year our Call Centre took

calls

overlicensing transactions processed

overdriving licences issued

in 2012/13

*fully funded by revenue generated


John Lewis

£1.2bnDVLA

£3.1bnTesco

£3.2bn

Annual Online Sales/RevenueComparison with large private sector organisations


“As our digital services are rolled out, the proportion of work linked to this as opposed to paper processing will increase and staff will need to develop digital skills”

The [DVLA] Strategic Plan for 2014 / 15 – 2016 / 17


Digital – We talk about digital. We ‘do’ digital. We showed examples of the outputs of digital.

But culturally this didn’t go down very well.


I’m no good at computers. I don’t know how to do it.

I’m too old to learn about this stuff.

I don’t know how to write computer code.

My staff don’t have time. Someone has to keep the lights on.


We’ll hold our own!


Aim:

To host a 3 day event that aimed to solve a significant business problem that had benefits to both DVLA and it’s customers.

For it to be digital. And for it to be the result of collaboration between those that were clearly digital, and those that weren’t.

For those that weren’t, to learn.


The reaction?

Yes!! Just do it. Great idea. Yeah – That would be a good idea. Could be interesting. Could work – needs thinking through. A hack what?? It’ll never happen – we’re too busy. We won’t support that. A waste of time.


When did the behaviour change start?

Straight away.


The Plan.


There was resistance.


“Keeping the lights on shouldn’t stifle innovation”Iain PattersonDVLA Chief Technology Officer

Carry on regardless.


But once that was all sorted.It was all hands on deck.


And so it began…


Did it work?


http://selfpublishingadvice.org/wp-content/uploads/2013/10/twitter.png

http://lyceum.algonquincollege.com/innovation/innovationstation/wp-content/uploads/2011/05/yammer-logo1.png


What that meant…


What did we learn?


Questions?


Case Study: Elexon – Going Mobile

Andy Williamson

Why go mobile?

Going mobile at ELEXON - CIPR Inside 2014158

Better for people

■ Employees are using smart phone technology in their everyday life and they expect to be able to do the same at work

■ Employees want to share things anytime, anywhere and to be updated instantaneously.

Better for business

■ People and processes become more productive when they’re connected.

■ Good mobility produces:

–24% increase in customer satisfaction

–21% increase in employee productivity

–21% increase in employee retention

About ELEXON


ELEXON compares contracts to buy and sell electricity in the wholesale market with actual volumes. We make sure everyone is paid accurately for any differences. To do this we take 1.25 million meter readings every day and handle £1.5 billion of customers’ funds each year.

Our journey

The business drivers


To create an outsourced IT infrastructure that is:

■ more robust

■ more secure

■ more up to date

■ more flexible

■ more cost effective

The tip of the iceberg

164

Communicating the change

Key messages

■ Our existing desk phones are outdated and need replacing.

■ Like the move to laptops, the new mobile phones enable us to be connected more efficiently both inside and outside our office.

■ The new mobile phones offer much greater functionality, thus enabling us all to be more effective and adaptable in the way we work.


Colleague concerns

166

■ Will we get a protective case?

■ How will you know if it’s being used for personal calls?

■ Do we have to keep the phone with us at all times?

■ Does it de-magnatise travel cards?

■ Can the phones get reception in the toilets?

■ There are a number of studies that suggest talking for long periods on mobiles can lead to increased risk of cancer. If people want to go on a conference call or make a number of calls it may not be safe to use a mobile.

Challenges we faced


■ Trail blazing

■ Technology

■ Language

■ Synchronicity

■ Emotion

Let’s go mobile


■ The percentage of staff who opted to have a new desk phone?

■ The percentage of staff who opted to have a headset?

■ The percentage of staff who subsequently changed their mind?

Changing behaviours

Five lessons to take away


■ Old habits die hard

■ Show staff the whole iceberg

■ Technology is full of traps

■ Timing is all

■ Have a plan B, C and D


Case Study: Melcrum Research – Behaviour Change

Alex Earl

An exclusive membership group for internal comms executives faced with the challenges of communicating in complex environments

• Dedicated research & advisory service

• Best-practice research

• Global case studies

• Networking events

• Toolkits

• Presentations & Workshops

• Peer-to-peer benchmarking

• Monthly webinars

Reminder about The Forum

Change is becoming ‘business as usual’…but that doesn’t make it any easier…

Entrenched mindsets are the biggest barrier to initiating change…

Strategy and Change Outcomes

70% of all strategic and change initiatives fail.

Primary cause of failure = inability to evolve mindsets & attitudes of

employees in support of change.

Obstacles to Effective Change and Strategy

Implementation

Recognize these feelings…?

Brain response:

Fight or Flight?

Why wasn’t I invited?

Is my colleague a threat?

Behaviour:

Rising stress levels

Inability to think

So what can we do about it then…?

SCARF MODEL

Actions to consider…

S = STATUS: Ask people for opinions/ help. Offer development opps

C = CERTAINTY: Open, frequent & consistent communication

A = AUTONOMY: Involve rather than micromanage

R = RELATEDNESS: 1:1 time, team meetings etc for belonging & trust

F = FAIRNESS: Ensure change processes are fair

1) Which of these is most important to you during change?

2) What makes your friends/ peers go into an ‘away state’ ?

Changes in business demand greater alignment across comms…

Especially as employees’ influence continues to grow…

Internal connections need strengthening for employees to be positive advocates…

Employees

Brand Customers

182

Hence the importance of effective communication…

Effective comms

practices

Greater employee

engagement and

commitment

Employee retention

Employee productivity

Superior financial

performance

Increased market

premium

Higher total return to

shareholders

…and providing clear line of sight for employees…

How can we use Storytelling to Engage…?

• Emotions drive decisions –not logic

• Helps connect people emotionally and build commitment

• Stories, metaphors and analogies = more engaging than facts

Engaging the employee voice….

Volvo’s approach…

• Volvo Way values rolled out via storytelling approach

• Series of stories illustrate behaviours that reflect values

• Storytellers share stories in own language

• Managers use stories to discuss values with teams

• Stories also used for internal/ external comms

“The credibility of ‘people like

me’ telling the corporate story

from their own perspective is

a powerful tool”

Developing an Employee Value Proposition…

• The employer/ employee “deal”:

– Align workforce with mission/ brand

– Attract and retain talent

• Effective communication of the EVP helps:

– Talent

– Compensation

– Benefit programmes.

Barclay’s approach…

• New focus on customer centricity leads to revised customer value proposition (CVP)

• CVP needs translating for employee value proposition (EVP)

• An EVP = what we expect + what we give in return

• What Barclays expects:

– Put customer’s needs at the centre of everything you do– Be accountable and take responsibility.– Actively help transform Barclays.– Live our values.

http://www.barclays.co.uk/PersonalBanking/P1242557947640

Translating their CVP into their EVP…

• “Bring Barclays Benefits from Beneath the Bushel”

• “Me and My Barclays”

• “Help your customer get the best out of Barclays and you’ll get the best out of Barclays”

• “Careers built around customers”

http://www.barclays.co.uk/PersonalBanking/P1242557947640

PepsiCo's approach……

…to empowering engaged employees externally…

Encouraging innovation through Crowdsourcing…

Fostering communities through Networking…

Benefits of empowering employees…

Opportunity to…•Collaborate with/ learn from colleagues •Hear senior leaders thinking•Help direct/ shape strategy•Share talent and experience•Deepen involvement with the organization

Opportunity to…•Encourage collaboration•Discover new ideas •Test out plans •Identify talent•Develop champions for the organization

Key considerations…

• Aim and purpose?

• One-off initiatives versus ongoing?

• Voluntary versus selected?

• Level of individuals involved?

• Representation of different employee groups?

• Support provided?

• Provide feedback?

• Incentives?

Top Tips..…

1. Set expectations

2. Share feedback

3. Provide support tools & resources

4. Encourage networking

5. Involve leaders

Thank you….please keep in touch!

Alexandra Earl

Head of Advisory Services

[email protected]

www.melcrum.com

@AlexM_Melcrum

#melcrumforum

mailto:[email protected]

http://www.melcrum.com/

CIPR INSIDE Annual conference:Changing behaviour for better business

2014


Panel Discussion

Alex BrownMichelle Baillie

Host: Denise Cox


Closing Message – CIPR Inside Deputy Chair

Gihan Hyde

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