internal comms strategy 2015-16 v0 3 (1)

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Internal Communications A strategy for 2015-16 presented by Chris Hewitt

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Page 1: Internal Comms strategy 2015-16 v0 3 (1)

Internal CommunicationsA strategy for 2015-16

presented by Chris Hewitt

Page 2: Internal Comms strategy 2015-16 v0 3 (1)

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Strategic context

• we have broad and deep expertise in our knowledge of standards, technology, operations, clinical systems and data

• we have about 2,400 employees geographically dispersed across 20 locations nationally

• our overall staff engagement score is 73 (green) – employee survey Oct 2014

• HSCIC has a clearly articulated strategy for its future scored 58 – the lowest indicator

• staff recommending HSCIC as a place to work

scored 71• I have a clear understanding of the needs of my

customers scored 78 – in contrast to reputation index which shows HSCIC’s reputation as a “customer-focused and responsive organisation” dropped sharply in 2014

The HSCIC is still a young organisation that has an extraordinary opportunity to make a real difference to creating a health and social care environment centred around the citizen

Information and technology for better care 2015-20

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

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Strategic context: transforming HSCIC

• radically change the way we work with our partners and stakeholders so they feel we are listening and responding to meet their needs

• speed up delivery and grow our capacity to provide innovative solutions

• develop new ways of working with local organisations, commissioners, providers of care, and public, independent and voluntary sector organisations

• move closer to research, industry and the market

• fully engage with our values of being people-focused, professional, trustworthy and innovative - always acting as HSCIC advocates

• understand and genuinely engage with the strategy to support its delivery

• be flexible and dynamic with the will to take on new assignments and challenges

• take responsibility for, and contribute to, their own professional development

HSCIC must: Employees must:

Information and technology for better care 2015-20

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

Page 4: Internal Comms strategy 2015-16 v0 3 (1)

Our internal communications function will help leaders inform and engage employees, in a way which motivates staff to maximise their performance and deliver the business strategy most effectively

Vision and objectives

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

It will:• encourage and support consultative, challenging and

inspirational leadership, providing a clear strategic narrative about the organisation and where it’s going

• empower employees to be positive and influential advocates for HSCIC to build the reputation of the HSCIC

• help employees feel valued for their commitment , capability and achievements

• support employees to radically change the way we work so that HSCIC becomes a flexible, responsive, customer-focused organisation, underpinned by our values

Page 5: Internal Comms strategy 2015-16 v0 3 (1)

Leadership and strategic narrative

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

Challenges – employees want:• clarity about the role and purpose of the HSCIC• better understanding of the strategic focus on

citizens and integrated care• clarity over relationship with the National

Information Board• more confidence about the scale of our

ambitions and our appetite to deliver our ambition

• a stronger emphasis on our contribution to efficiency and productivity in the context of financial pressures

• stronger profile and more consistent visibility of our directors

• more reliable and consistent communications around decision-making

We will:• produce a month-by-month internal

communications delivery plan aligning content of all our channels to the strategic themes and delivery commitments

• align messages to system-wide priorities - citizen empowerment, integrated care, efficiency and productivity

• support the CEO to produce a regular communications - blogs, Insight editorials, video interviews

• support leadership engagement events – all-hands conferences, workshops, round tables

• include strategic themes in monthly manager briefing packs

• harness the wider leadership capability, working closely with the development programme and professional groups

Page 6: Internal Comms strategy 2015-16 v0 3 (1)

Employee advocacy

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

Challenges – employees want:• to be involved in ‘orchestrating’ change

across the system and want to know more about how they can be involved

• opportunities to learn more from customers – they’d like to think more like care professionals, consumers, citizens

• opportunities to learn more about what we do across HSCIC, helping to break down silos

• more time to digest and interact with corporate information

We will:• organise events and communications centred

around customers , linked to the new strategic account management function

• improve access to information about what we do on the intranet

• work with directors to identify opportunities that help employees learn more about customer needs

• advise directors and senior managers to dedicate time to communication & engagement at directorate and corporate level

• advise directors and seniors to allow time for their teams to communicate and engage

• measure time spent on communication & engagement – and test outputs (influence and actions)

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Employee recognition

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

Challenges – employees want:• a stronger sense of their value to the

system• better knowledge and understanding of the

benefits of the service we provide• leaders to dedicate more time for two-way

dialogue • to take on more personal ownership but

don’t always feel trusted

We will:• ensure that the commitment and capability of

staff is recognised in all channels and by directors & senior managers

• profiling expertise in the Insight magazine• encouraging and supporting employees to co-

create their success stories - highlighting the benefits of their work through the intranet, discussion forums and briefings

• advising managers and support communications & engagement to lead more face-to-face briefings with employees

Page 8: Internal Comms strategy 2015-16 v0 3 (1)

Transforming HSCIC

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

Challenges – employees want:• a greater sense that we are a single

organisation• more evidence that our values are

reflected in our work• greater openness about decision-making

and performance• greater visibility from leaders• greater cohesion between internal

transformation strategies• clearer understanding of the customer,

their entry points into HSCIC and our interactions with customers

We will:• identify opportunities to underline the intrinsic

relationship between data and technology • continue to promote and emphasise values in

our channels• advise directors on the need for robust and

reliable communications planning and business intelligence

• suggest and support new approaches for directors to communicate in ways that improve their visibility and interaction with staff

• ensure transformation themes have joined-up campaign planning, underpinned by strong reference content on the intranet

• develop robust and reliable communications planning with strategic account managers to develop business intelligence on customers

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Engagement channels

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

We will use a complementary suite of channels to meet our objectives including:• the intranet – Connect• the staff magazine – Insight• the weekly update – Review• managers’ briefing packs – Path Forward• EMT briefings – all-hands conference

Page 10: Internal Comms strategy 2015-16 v0 3 (1)

Channels: Connect

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

We will provide spotlights on key issues to help employees focus on strategic priorities and business performance

We will set up and encourage the use of discussion forums to generate comment, ideas and questions on our strategic priorities

We will encourage directors to produce blogs that increases leadership visibility and insight into their interactions with customers support strategic priorities

We will ensure our values retain prominence on the home page

We will provide up-to-the-minute news to keep employees abreast of strategic business priorities, performance and operational issues

Key objective: employees know they can find information on the intranet about our strategic priorities and business functions

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Channels: Connect

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

We will ensure our strategy is accessible with links to business and system-wide plans

We will ensure information on our leaders is up-to-date and links to their objectives

We will ensure staff can access papers from the Board and other decision-making bodies

We will ensure that information on customers is accessible and up-to-date

We will ensure information on our performance is accessible and kept up-to-date

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Channels: Connect

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

We will ensure that employers have access to information on all internal business functions

We will refresh and rebuild sections to align with changing business priorities

We will encourage and support the sharing of knowledge

We will promote the importance of quality in all our business delivery

We will support all change initiatives through Champions of Change and the transformation programme

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Channels: Connect

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

…and the future

• personalisation - users want functionality to manage their information feeds

• social networking – users want better functionality to connect to colleagues and enable better knowledge sharing

• mobile access – users want mobile access to support flexible working

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Channels: Insight

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

We will produce a staff magazine every two months to provide employees with in-depth analysis of HSCIC’s functions.

Each edition will cover:• activity supporting each strategic theme• internal transformation projects• leadership with a CEO editorial on

performance• capability through team profiles • customer focus

Key objective: employees learn more about what HSCIC does and feel valued when their contributions are recognised

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Channels: Path Forward

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

We will produce a monthly briefing pack for managers to provide presentation material and narrative that will help line managers engage employees on:

• strategy• leadership• performance• HSCIC transformation• business priorities

Key objective: employees feel better informed and engaged through their line managers

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Channels: Review

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

Each week, we will provide an at-a-glance electronic bulletin for all staff to keep them up-to-date with:• the latest news• executive team meetings• media activity• NHS Choices activity• directors’ blogs• discussions• training and development• seminars/workshops• internal vacancies

Key objective: employees know this is a must-read if they want to keep up-to-date with organisational news

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Channels: All-hands conferences

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

Every two months we will organise a conference involving our Executive Management Team and accessible to all staff.

Each conference will focus on• a strategic theme or business priority• open questions from staff

Key objective: employees can learn more about our strategic priorities directly from executive directors

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Campaigns

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

We can advice on and plan staff engagement campaigns on specific initiatives:

In 2015/16 this will include:• health and social care integration• innovation• cultural change• the productivity and capacity challenge• leadership and management development• account management• quality

This will evolve as business and transformation programmes become clearer.

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Internal communications: applying our values

People-focused

respect the right for employees to be well informed about organisational direction

recognise the talents and contributions of our people

emphasise investment in talent and development

connect our business to the customer help leaders to be great communicators support cultural change

Trustworthy

up front with our employees produce timely news encourage open dialogue listen and respond to employee opinion

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

Professional

take personal ownership for delivering high standards

deliver strategic and analytical service high editorial and production standards responsive to business needs and expectations respect colleagues collaborative take responsibility for personal development

Innovative

creative with presentation of information creative ways to communicate with and engage

employees open to new ideas

Page 20: Internal Comms strategy 2015-16 v0 3 (1)

Evaluation

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

We will review the current status of staff engagement.

The objectives are to:• assess the effectiveness of internal

communication functions, existing channels and networks of engagement

• recommend potential new approaches to improve internal communication functions and staff engagement

• recommend new approaches to monitor and measure internal communication functions and staff engagement

A report will be presented to EMT in June on the review findings. The internal communications strategy will be revised accordingly.

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Internal communications team

PEOPLE FOCUSED ► TRUSTWORTHY ► PROFESSIONAL ► INNOVATIVE

Paul HemingwayInternal Communications Executive

Amy McManusInternal Communications Executive

Chris HewittInternal Communications Manager