LINDALet me briefly acquaint you with Dulye & Co. -- an award-winning change management and workplace communications consultancy. Since 1998, the firm has offered comprehensive capabilities to help change-challenged organizations reach their full potential and business objectives.Eric, Bev, Roger and I are members of a US-based team of organizational change experts—who collectively harness our expertise to design and implement Spectator Free Workplace solutions. These are communication and collaboration practices that engage an entire workforce, not just select management or functional groups, to support business strategies and success. That full engagement is what we mean by Spectator-Free.We specialize in four practice areas—our Core 4: They are:-leadership development, training and development program for leaders at all levels-employee engagement, with emphasis on cross-functioonal action teams-2-way, workforce communications programs that drive a steady stream of feedback-Non-intrusive, measurement tools and practices that deliver hard data to guide strategies, decisions and action plans. We’ll be highlighting of measurement approaches in this roundtable.The platform of experience that we’re about to share has been garnered through work with many outstanding companies and organizations. The logos of our client-partners appear on the right side of this chart. As you can see, our experience straddles numerous industries.So let’s move forward with our roundtable session, I’d like Eric to get us on the same plane with a working definition of a communications audit.
LindaOne of our most benchmarked practices was a communications and engagement program that we developed for Rolls Royce. It’s been featured in business magazines and major conferences. It’s been benchmarked by our client’s number 1 client, the FAA. Using the model of Manager as Communicator, front-line action teams, a disciplined, 4R driven internal communication system, and continuous measurement, Rolls Royce achieved dramatic operational and organizational improvements. We’ve cited some of the heavy hitters here. What isn’t noted here is that the program, after year 1 of implementation, was managed exclusively by the Rolls Royce team. Employees and managers, multiple departments—all had a role in sustaining the Winning Workplace initiative. That is still true today. That really is how we measure success. Improved communications and collaboration yielded new workplace and workforce
LindaOne of our most benchmarked practices was a communications and engagement program that we developed for Rolls Royce. It’s been featured in business magazines and major conferences. It’s been benchmarked by our client’s number 1 client, the FAA. Using the model of Manager as Communicator, front-line action teams, a disciplined, 4R driven internal communication system, and continuous measurement, Rolls Royce achieved dramatic operational and organizational improvements. We’ve cited some of the heavy hitters here. What isn’t noted here is that the program, after year 1 of implementation, was managed exclusively by the Rolls Royce team. Employees and managers, multiple departments—all had a role in sustaining the Winning Workplace initiative. That is still true today. That really is how we measure success. Improved communications and collaboration yielded new workplace and workforce
LindaOne of our most benchmarked practices was a communications and engagement program that we developed for Rolls Royce. It’s been featured in business magazines and major conferences. It’s been benchmarked by our client’s number 1 client, the FAA. Using the model of Manager as Communicator, front-line action teams, a disciplined, 4R driven internal communication system, and continuous measurement, Rolls Royce achieved dramatic operational and organizational improvements. We’ve cited some of the heavy hitters here. What isn’t noted here is that the program, after year 1 of implementation, was managed exclusively by the Rolls Royce team. Employees and managers, multiple departments—all had a role in sustaining the Winning Workplace initiative. That is still true today. That really is how we measure success. Improved communications and collaboration yielded new workplace and workforce
LINDA
26 leaders —all responsible for 30 minute walks and talks per weekQuality checks conducted weekly by front-line employeesPerformance and completion charts publicized to entire workforceMetrics:ComplianceQuality On-Time
Online tools made measurement, compilation easy - 1-4 scale for quantitative measures - Area set aside for qualitative commentsConsistent metrics and review process drove participation and sense of “team” among the leadership groupWeekly report organized data in a visual way that was easy to see trends, target improvement areas
LindaOne of our most benchmarked practices was a communications and engagement program that we developed for Rolls Royce. It’s been featured in business magazines and major conferences. It’s been benchmarked by our client’s number 1 client, the FAA. Using the model of Manager as Communicator, front-line action teams, a disciplined, 4R driven internal communication system, and continuous measurement, Rolls Royce achieved dramatic operational and organizational improvements. We’ve cited some of the heavy hitters here. What isn’t noted here is that the program, after year 1 of implementation, was managed exclusively by the Rolls Royce team. Employees and managers, multiple departments—all had a role in sustaining the Winning Workplace initiative. That is still true today. That really is how we measure success. Improved communications and collaboration yielded new workplace and workforce
