the changing shape & role of internal comms / spotlight on gsk
DESCRIPTION
The Internal Communication function has matured in recent years, and during this growth it has changed shape and taken on new roles and skills. What does this mean for internal communicators and their teams, and for organizations going forward? In this webinar Andrew Blacknell draws on his insight, recent research and case studies to help communicators understand how and why it has changed, and what the role might look like in the future. Andrew also talks with Elaine MacFarlane, VP, Global Internal Communications at GSK, to get a view of internal communications from inside GSK. What you will take away: - How Internal Communication is maturing as a function - How the changing structure of organizational comms impacts IC - The benefits of comms technology for IC strategies - The importance of investing in line manager / leadership comms - Defining benchmarks to measure IC successTRANSCRIPT
The Changing Role and Shape of Internal CommunicationAndy Blacknell, Blacknell Ventures
EMPLOYEEENGAGEMENT
Interactive Emails
SOCIALCONVERSATIONS
Interact and Engage
Employees
INSIGHT & MEASUREMENT
Understand Communication
Performance
DISTRIBUTIONTEAM
COMMUNICATION Alligned & Branded
Local Comms
EVENT REGISTRATION
Event calendaring made easy
INTERNALCONNECT
Newsweaver Internal Connect
400 blue-chip and FTSE 100 organizations in 97 countries use Newsweaver Internal Connect to help them inform, engage and inspire employees
Elaine MacfarlaneVice President Global Internal Communication, GSK Website: www.gsk.com
Twitter hashtag: #nwwebinar
Andrew BlacknellChange & Communication Consultant, Blacknell VenturesWebsite: www.blacknellventures.com
Agenda Spotlight on GSK
Role & Shape
Channels
Some predictions
Q&A
5
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Spotlight on GSKElaine Macfarlane Vice President Global Internal Communication
Why did we introduce Shared Services for IC?
– Recession
– 20% cost reduction target set for all support functions
– Very variable spread of communication resource
– Draw all communicators into a single group
– People “stuck” in same role for years
– Agency model
8
What went well?
– No more hidden comms people
– Complete transparency
– Improved capability e.g. in digital
– Highlighted weaknesses very quickly
– Able to undertake much greater volume of work
9
The main elements of the Shared Services Model
10
Strategic Business Leads
Account Managers
Centers of Excellence(DigitalMeetings & Events)
GIC
What went well?
– No more hidden comms people
– Complete transparency
– Improved capability e.g. in digital
– Highlighted weaknesses very quickly
– Able to undertake much greater volume of work
– More scrutiny of communication deliverables across the business
– Able to review whole year with Exec team
11
Challenges
– Loss of reporting line
– Steady state for six months
– Service level agreements
– Career progression / capability of team
– Matching the right role to the right person / skillset
– Standardized, disciplined ways of working
– Central role for monitoring and project management (spreadsheets!)
– Deputy for “bigger clients” (HR)
12
What’s next?
– Digital and meetings / events CoE
– Constructive relationship with IT
– Three tiers of service
– Growth of sub-specialities and improved career paths
– Standardization and improvement
– Supplier management / cost saving
– Account management – coalescing across the business
– Capability building - business partnering and digital
– Measurement
– Email penetration
– Sharepoint 2013 / online experience
– Responsive website for Android devices / auto-translate
– Client satisfaction and Outcomes
13
Role & Shape
Function is more mature
RespectedAligned
0%
10%
20%
30%
40%
50%
60%
70%
80%
60% 72%
57% 68%
20132011
2013 Technology in Internal Communication, Newsweaver/Melcrum 15
Expectations are higher
Demonstrate ROIInvestment
0%
5%
10%
15%
20%
25%
30%
35%
26% 29%
23%31%
20132011
2013 Technology in Internal Communication, Newsweaver/Melcrum 16
If you measure up….
All
Those who can measure ROI
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
29%
50%
2013 Technology in Internal Communication, Newsweaver/Melcrum
Organizations who can measure ROI are almost twice as likely to be satisfied with the level of investment made in IC
17
IC Service-Delivery Model
Global Head of IC
Centre of Excellence
Digital Meetings & Events Traditional
Shared Services / Delivery
Intranet All other channels
Service centre
Business Leads /
Partners
Generalists Strategists
New technology
18
Stages of IC TransformationNot involved Imagining Inventing Implementing Improving
• No IC Function• Distributed and
variable • channels• capability
• Administrative
• National/Global IC Network
• Sharing of best practice
• Proof of concept• Pressure to do
“more for less”• IC as business
value driver
• Global IC strategy and processes
• Business case for IC investment
• Common channels and technology
• Use of common measurement
• IC service delivery model (business partners, service centre, centre of excellence)
• Specialisms and career paths
• Introduction of new consistent technology
• Partnerships
• Technology upgrades
• Service level agreements
• IC Benchmarks• “Everyone in” / no
IC capability outside of the function
• Outsourcing
19
Channels
How effective is social?
21
The email blindspot
22
23
A Case StudyBusiness change
Segmentation
Launch
Measures
Review
Revise
24
Some Predictions
Looking Ahead
• Benchmarks– open and click through rates by sector, topic and activity– content engagement index– measures of contribution to intellectual capital /
endorsements• More technology• Outsourcing
26
Which path will IC Function take?
High-performing, strategy-setting• IC Leads and sets direction /
partners with business• Highly skilled staff focused on
mission-critical roles / three critical skills:– Enabling leaders– Digital / collaboration– Measurement of ROI, outputs and
results
Low impact, low performance• IC follows business• Under-skilled staff who lack
the critical skills to make a business contribution:– Administrative– Measure inputs and
compliance
27
Define what IC needs to be great at to support the business
Better
Worse
At Parity
Needed to Play
Needed to Compete
Needed to Win
COMPETITIVE PERFORMANCE
STRATEGIC IMPORTANCE
Aligned
Strengths/ competitive advantages
Weaknesses/ competitive
disadvantages
Basics that may need upgrading
Surpluses for reduction or reinvestment
Gaps
Surplus
28
1. New technology / digital2. Change management3. Branding4. Business partnering5. Consulting 6. Content development7. Enabling Leaders8. Business partnering9. Resourcing10.Social / collaboration11.Employee Engagement12.Measurement13.Training & Development14.Conference facilitation15.Video16.Culture creation17.Print18.Workforce Diversity19.Contractor Management20.Corporate Social
Responsibility
Better thancompetitors
Equal tocompetitors
Worse thancompetitors
Needed to play Needed to compete Needed to win
IMPORTANCE
1
4
10
6
2
3
19
20
15
1213
14
7
9
1817
8
5
11
PERFORMANCE
16
Define what IC needs to be great at to support the business
Gaps
Surplus
29
To view the full webinar click here
To see how Newsweaver can work for you Visit http://www.newsweaver.com/
Or contact [email protected] to book a live demo