re-engineering employee communications
DESCRIPTION
Waggener Edstrom's Monica Lin-Meyer at Advanced Learning Institute's Social Media for Internal Communications on re-engineering employee communications.TRANSCRIPT
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RE-ENGINEERING
EMPLOYEE COMMUNICATIONS
JENNA ROWELL Honeywell Aerospace | MONICA LIN-MEYER Waggener Edstrom Worldwide
ADVANCED LEARNING INSTITUTE
Social Media for Internal Communications
April 17, 2012 (New York City)
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ABOUT HONEYWELL AEROSPACE
AEROSPACE FACTS • Headquartered in Phoenix, Ariz.
• 38,000 employees
• Nearly 100 manufacturing and service sites worldwide
• Revenue of $11.5 billion in 2011
EMPLOYEES
• PhD-level to high school educated
• Varying levels of English proficiency
• Large industrial base = thousands of factory floor, “offline” jobs
• Mix of union/non-union employees
STRENGTHS
• Global leader in the aviation industry
• Developing innovative safety products
• Driving modernization of global air traffic management
• Revolutionizing combat technology
• Committed to improving operational efficiencies
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LESSON #1
Define and Differentiate Value
• Identify your unique value proposition
• Define clear success metrics
• Develop service level agreements with your
key stakeholders – and stick to them!
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LESSON #2
Get Your Stakeholders On Board
• Market the change … heavily
• Focus on ROI they value
• Innovate at consumable levels
• Don’t assume that “they get it”
• Don’t shy away from difficult conversations
• Promote early wins to build confidence
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LESSON #3
Your Team Is Going Through Change Too
• Allow for the natural change cycle to occur in
your own function
• Treat your team like the stakeholders you support
• Stay focused on the end goal and executing toward it
• Educate your team on the role of the “new
communicator”
• Recognize that not everyone may “opt in”
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COMFORT
ZONE
ENDINGS
IN THE GAP
NEW
BEGINNINGS
LESSON #4
Accept That Change Takes Time
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LESSON #5
Leverage Social Media
EMPOWER EMPLOYEES TO:
• Generate content
• Distribute information
• Send and receive news real time
• Self-segment – form their own
teams and communities
• Find answers to their own questions
FOCUS YOUR LIMITED TIME
AND RESOURCES ON:
• Using the tool as a listening device
• Coaching “compelling voices” onto
the tool
• Promoting the tool
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LESSON #6
Start Small
• Begin by listening
• Don’t wait for perfection
• Enlist early adopters
• Distribute current content through new channels
• Use survey questions you already have as
conversation starters
• Form your own group, invite members, “facilitate”
them online
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LESSON #7
Get Your Leaders Out There
• Start with leaders whose personality
or “early adopter” traits lend
themselves to the tool
• Leader feeds lure employees with: • Authenticity (no ghost-writing here)
• Access
• Endorsement of the channel
• Unique perspectives (“the inside track”)
• Don’t define leaders by title alone
• Support leaders with ideas on what
they can post and who they can
follow, groups to join, etc.
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LESSON #8
Give People A Reason To Join In
• Make a channel the ONLY place certain
kinds of information will be posted
• Make it a benefit or perk
• Use the timeliness of it as a channel
differentiator (hear it here first)
• Help define some of the initial groups or
collaboration projects to register … then
promote, promote, promote!
• Start factoring social media channels into all
communications plans
• Encourage active users to invite others to join
the channel or a specific group
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LESSON #9
Get Your Legal Ducks In A Row
• Know your company culture
• Reflect that culture in your social media
guidelines or formal policies
• Advocate for the KISS approach
• Avoid legal requirements becoming a barrier
to entry
• Don’t avoid this aspect of it, but be
reasonable and advocate your position
• Be tenacious if guidelines or lack thereof are
bogging you down!
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LESSON #10
Find a Trusted Partner
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THANK YOU
JENNA ROWELL Honeywell Aerospace | MONICA LIN-MEYER Waggener Edstrom Worldwide