GLOBAL INTERNAL COMMUNICATIONS

ELENA DI CESARE28-10- 2014

HIGH LEVEL APPROACH TO DEVELOPING A GLOBAL CAMPAIGN

2

KEY OBJECTIVES

1 Umbrella

Facing the same direction

Awareness for link between people & businessCelebrate progress, create emotional connection

Engage leaders and employees by creating a buzz around 6% organic growth journey

Inspire confidence by showing pace and progress & celebrating key successes

Equip 100 senior leaders to articulate journey in a compelling way to engage people

Generate a sense of pride in being part of a successful global organisation

3

A SYSTEMATIC APPROACH

CEO | TOP 100 ENGAGEMENT

MEASURE

ENGAGE EMPLOYEES

IMPLEMENT

MEASURE

iC Value Propositi

on

Where are we now?

IC Value Proposition &

input

Global roll-out

Targets achieved?

Q: How would you go about it?

4

CEO ENGAGEMENTHIGHLIGHT LINK BETWEEN PEOPLE & BUSINESS

More than 80 percent of employees polled in the US and UK said that employee communication influences their desire to stay with or leave an organization. Nearly a third said communication was a “big influence” on their decision (Burton, 2006)

Positive communication climate and effective employee communication strengthen employees’ identification with their organizations, which contributes to an organisation’s financial performance and sustained success (Smidts, Pruyn & van Riel, 2001)

A significant improvement in communication effectiveness in organizations was linked to a 29.5 percent rise in market value (Watson, Wyatt, 2004)

Engaged employees enhance business performance because they influence customer behavior, which directly affects revenue growth and profitability (Towers, Perrin, 2003)

CEO | Top 100

Engagement

5

CEO ENGAGEMENTHIGHLIGHT LINK BETWEEN PEOPLE & BUSINESS

customer satisfaction increases by over 40 percent

overall performance jumps by 36 percent

profitability improves by nearly 30 percent

Internal communication is the most fundamental driver of business performance (Gary, Mahoney & Graves, 2005)

Here’s what it looks like for companies that do IC well:

CEO | Top 100

Engagement

source:www.melcrum.com

6

TOP 100 ENGAGEMENTENDORSED BY CEO

3. Prioritise 3 IC functions that you feel would have the most impact on your business:

Improve collaboration Ensure leaders’ and managers’ behaviour is

consistent with what they are saying. Build stronger recognition for the strategic value of

IC Implement a new global Intranet that addresses pain

points Strengthen the IC network Engage employees in living the brand Ensure that employees understand and take

action to implement the strategy Focus on a few messages and reinforce them

globally Strengthen the level of trust and openness across

the Group Other: ____

1. What do you anticipate will be the three main challenges for your business area?

2. In order to meet these challenges, what behavioral and attitude changes do your own employees and senior leaders need to make?

CEO | Top 100

Engagement

7

EMPLOYEE MEASUREMENTENDORSED BY TOP 100

On a scale of 1-10: how likely are you to recommend XXX as an employer to your friends and family? Why? how much have you bought into the Group’s vision? how well do you understand our business strategy? how confident are you about delivering on the Group’s vision?

What would you need to feel more engaged and inspired to come to work?

What are your 3 (or less) biggest challenges in achieving the Group’s vision?

Which communication channels do you prefer? [list] What could leadership be doing better? What has leadership done right so far? If you were to rewrite our Group’s values, what would they be?

MEASURE

8

OTHER MEASUREMENT TOOLS& METHODS

Meet with leadership to monitor progress on achieving targets

Partner with HR to analyse employee &talent retention, mobility, performance & promotion data, when such data is available

New analytics tools: Net Promoter System (eNPS)& TINYPulse

TINYpulse is a lightweight solution that captures anonymous feedback from teams to reveal insights, trends and opportunities to improve retention, culture, and results

Analyse customer feedback data, business performance (on a quarterly basis) and financial results

MEASURE

9

GETTING EMPLOYEES ON BOARD

Create a coherent & compelling Strategic Narrative

for the workforce based on VALUES + VISION + BRAND

PROMISE

1 Umbrella

Facing the same direction

Awareness for link between people & business

ENGAGE EMPLOYE

ES

10

WHAT IS A STRATEGIC NARRATIVE?

To engage employees in an organization’s values, vision, strategy and beliefs, one needs to create a coherent strategic narrative for the workforce. This is especially important for companies that have undergone major change and need to establish clarity around a global vision.

The strategic narrative is the ability of the organization to create a vision of the future. That might include outlining goals and structure for the business, the market the organization exists in, the competitive landscape – but it must be both realistic and compelling for stakeholders, especially for our employees.

A winning strategic narrative helps people understand the role they play – and how critical that is to achieving ground-breaking business results.

source:www.melcrum.com

ENGAGE EMPLOYE

ES

11

AN INSPIRATIONAL GLOBAL PROGRAMCREATING A VISION FOR THE FUTURE

Values, vision, Brand promise & strategy are not enough

To engage a global workforce is to find an initiative that inspires people - one that enables employees to cut through the formalities associated with position, role or function and instead builds relationships based on our common humanity (Paul Samuels, Communications Director, The Guinness Partnership)

ENGAGE EMPLOYE

ES

12

ONE COMMON HUMANITY TO GET GLOBAL STAKEHOLDERS ON BOARD

Highlight how supporting businesses positively impacts economies & societies globallyUnderpin Values, Vision, Brand Promise & Strategy with a 1 umbrella, global CSR program (common humanity)Consider whether it’s feasible to support an existing CSR program to leverage the initiative & gain more mileage, including media coverage

Alternatively, select a Regional CSR initiative on a rotational basis, e.g. The Nelson Mandela Children’s Fund (South Africa). Create a BUZZ by launching a global competition with non-money incentives (tie up with Rewards Programs

A U

NIT

ED

W

OR

KF

OR

CE

ENGAGE EMPLOYE

ES

13

A COMPELLING NARRATIVE

A strategic line of sight, underpinned by working for the greater good – especially in the current global environment – and informed by a company’s Values, Vision, Brand Promise & Strategy, allows for one of the most compelling and inspiring of global narratives

ENGAGE EMPLOYE

ES

14

COULD IT BE MORE COMPELLING?

Yes - tell employees what’s in it for them

What benefits are there in being part of part of a successful global organisation? Professional experience & career advancement Training Innovation Global mobility Multicultural experience Recognition & Rewards Innovative environment Harness growth target & contributing towards a good cause; highlight

personal advantages & add a healthy dose of of competitiveness

Result: BUZZING GLOBAL ENGAGEMENT ENGAGE EMPLOYE

ES

15

EQUIPPING 100 SENIOR LEADERSTRAINING FOCUS

Leadership Communication Training• Leadership and learning are indispensable to each other

John F. Kennedy 

The 6 Cs of Communication• Character – It's all about integrity; doing what we say we will do • Credibility – Established by a commitment to quality, competence in your

field of expertise, and continuous professional and personal improvement• Courage – Dealing with unpleasantness, coping with conflict, and taking a

firm stand when it is needed requires courage• Competence – Leaders need to delegate and collaborate in order to give

people the chance to grow and expand their level of competence • Concern – The belief that your team members have your best interest at

heart• Commitment – The Belief that team members will do what they say they

will do ENGAGE EMPLOYE

ES

16

EQUIPPING SENIOR LEADERSTRAINING FOCUS

How to ensure strategic implementation through leadership messages

How cultural differences in a global environment impact your communications

How to give not only information, but insight – context and rationale

How and when to use various media and forums for communication: team meetings, email announcements, teleconferences, web meetings, one-on-one conversations, etc.

The “elevator speech” – what it should include, how to give it, when to give it to keep the focus on important business priorities and direction

How to concisely deliver message points, anticipate reactions, deliver the message, and respond to reactions

Practical applications: communicating a change, communicating bad news, messages to create alignment, messages to foster engagement

ENGAGE EMPLOYE

ES

17

EQUIPPING 100 SENIOR LEADERSTRAINING FOCUS

Barclays Africa, in-house CEO, Executive & employee communication coaching

Voted Best Business Coach, 2011ILS Master Coach qualificationInternational Coaching Federation (ICF)

accredited program

She [Elena] is a great mentor and an excellent coach.   John DludluHead: Group CommunicationAbsa | Barclays Africa

ENGAGE EMPLOYE

ES

18

IC COMMUNICATION FLOW

CEO

Top 100Employees

Q: TOP-DOWN, BOTTOM-UPOR

CROSS FUNCTIONAL AGILITY?

ALL 3 Cross-functional teams & supporting

IC communications improve coordination and integration, span organisational boundaries, & reduce the output cycle

Bringing people together from different disciplines can improve problem solving and lead to more thorough and agile decision-making.

The teams foster a spirit of cooperation that can make it easier to achieve customer satisfaction and corporate goals at the same time

IMPLEMENT

19

EMPOWERING EMPLOYEES

When employees understand their impact and influence on customers, the business, bottom line and beyond, they don’t just become engaged employees,  they become empowered

Empowered employees are our best ambassadors

GETTING EMPLOYEES TO UNDERSTAND THEIR IMPACT

Help them take ownership of the goals, tasks, and responsibilities

Encourage their input and provide the opportunity for them to set their own goals as part of the total plan

Involve them in key decisions When employees are part of

the process, they’re more likely to stand behind the outcome

IMPLEMENT

Newsroom IC approach User-generated content CEO-employee

conversations

20

IMPLEMENTATION MUSTS

MUST DO CEO & Top 100 engagements Leadership communication

training & support Partner with Brand, Marketing, UK

IC, EC, Media, Investor Relations & HR

Information-sharing | learning Measure | survey periodically Innovate: CEO | Top 100-employee

communications Adopt cross-functional

communication approach Consider multicultural audience Unite global workforce through

common humanity Craft a compelling strategic

narrative Regular face-to-face encounters

between leadership & employees

MUST-HAVE IC ELEMENTS Global & Regional Roadshows Townhalls Intranet to address pain points Social media platforms User-generated internal

newsletters Good news stories Corporate electronic & print

magazines Live streaming Recorded broadcasts, webcasts

& podcasts Video conferencing IC Collateral | Toolkits | Training

material

IMPLEMENT

21

NICE-TO-HAVE ELEMENTS

Desktop message alerts

Desktop news feedEmployee quizzesText message

campaigns

IMPLEMENT

Screensaver messages

Corporate desktop wallpapers

Industrial theatre Team-building

exercises

22

HIGH-LEVEL APPROACH TO DEVELOPING A GLOBAL CAMPAIGN

THANK YOU

Questions?