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Webinar: When Nothing is Fine

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Communication Strategies to Keep Employees Engaged and Informed During a Chronic Crisis

View the webinar here: https://youtu.be/2frLDn5C_zs

As the new normal continues to evolve, companies are being challenged daily to keep employees engaged and informed while supporting their business operations. Throughout the pandemic, employees have demonstrated their adaptability in the face of remote working, unanticipated childcare needs, furloughs, and isolation. Many employers are realizing that effective employee communication is the key.

Join Mad*Pow Founder and Chief Experience Officer Amy Heymans and Beth Clauss, President, Small Potatoes Communications, to learn how they have helped clients engage their employees, strengthen their company culture and create a unified and informed employee community. The webinar will cover how organizations can create an employee communications strategy that helps employees weather the unique circumstances of a long-term, ongoing crisis, while navigating the treacherous waters of promoting productivity and profits during a pandemic.

Publié dans : Direction et management
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Webinar: When Nothing is Fine

  1. 1. When Nothing is Fine: Communication strategies to keep employees engaged and informed during a chronic crisis November 11, 2020
  2. 2. Beth Clauss President and Big Fry at Small Potatoes Communications
  3. 3. IBM Institute for Business Value Survey • Employees and executives • April through August 2020 • 86% of employers believe they are providing clear guidelines and expectations • 51% of employees agree IBM Institute for Business Value. Found at https://www.ibm.com/downloads/cas/1APBEJWB
  4. 4. IBM Institute for Business Value Survey • Employees and executives • April through August 2020 • 80% of employers believe their organization is supporting the physical and emotional health of its workforce • 46% of employees agree IBM Institute for Business Value. Found at https://www.ibm.com/downloads/cas/1APBEJWB
  5. 5. IBM Institute for Business Value Survey • Employees and executives • April through August 2020 • 74% of employers believe their organization is helping staff learn the skills needed to work in a new way • 38% of employees agree IBM Institute for Business Value. Found at https://www.ibm.com/downloads/cas/1APBEJWB
  6. 6. Evolving Communications • In March, critical communications had to: • Enable remote work • Establish new health and safety measures • Explain on-site work changes, and • Share strategies for how to be productive and profitable under these new parameters
  7. 7. McKinsey & Company • "Communications get personal: How leaders can engage employees during a return to work" • Survivors • Adapters • Thrivers Article by David Honigmann, Ana Mendy and Joe Spratt, McKinsey. Found at https://www.mckinsey.com/business- functions/organization/our-insights/communications-get-personal-how-leaders-can-engage-employees-during-a-return-to-work#
  8. 8. Organization Segments • Survivors: Companies that are struggling to stay in business. • Adapters: Companies that are having to change their business models radically. • Thrivers: Companies that are well-positioned because of extra demand or because they were already working remotely. Article by David Honigmann, Ana Mendy and Joe Spratt, McKinsey. Found at https://www.mckinsey.com/business- functions/organization/our-insights/communications-get-personal-how-leaders-can-engage-employees-during-a-return-to-work#
  9. 9. The Survivors Recommendations for Success • Don’t pretend there’s no struggle • Practice empathy • Be transparent on strategy and performance • Be clear on the path forward • Hold “State of the Business” meetings Article by David Honigmann, Ana Mendy and Joe Spratt, McKinsey. Found at https://www.mckinsey.com/business-functions/organization/our-insights/communications-get- personal-how-leaders-can-engage-employees-during-a-return-to-work# • Headcount reductions or reduced compensation • Fear and uncertainty as the company struggles
  10. 10. The Adapters • Introducing change to your organization’s products or processes to stay afloat • Employees day-to-day experience changes to meet the new demand Recommendations for Success • Update and communicate your new vision • Gain buy-in from employees from the bottom up • Consistent communication on new processes and ways of work • Focus on how new way forward will help the company succeed Article by David Honigmann, Ana Mendy and Joe Spratt, McKinsey. Found at https://www.mckinsey.com/business- functions/organization/our-insights/communications-get-personal-how-leaders-can-engage-employees-during-a-return-to-work#
  11. 11. The Thrivers • Company is well-positioned to succeed • Job security doesn’t translate to high employee engagement • Employees are still experiencing the challenges of the pandemic Recommendations for Success • Update and communicate your new vision • Gain buy-in from employees from the bottom up • Consistent communication on new processes and ways of work • Focus on how new way forward will help the company succeed Article by David Honigmann, Ana Mendy and Joe Spratt, McKinsey. Found at https://www.mckinsey.com/business- functions/organization/our-insights/communications-get-personal-how-leaders-can-engage-employees-during-a-return-to-work#
  12. 12. Credit: Maile Wilson
  13. 13. Harvard Business Review • Global employees surveyed by Qualtrics and SAP • 40% said that no one at their company had asked them if they were doing OK • These respondents were 38% more likely to say that their mental health had declined since the outbreak "8 Ways Managers Can Support Employees’ Mental Health." Article by Kelly Greenwood and Natasha Krol, Harvard Business Review. Found at https://hbr.org/2020/08/8-ways-managers-can-support-employees-mental-health
  14. 14. Harvard Business Review • Leaders are likely to see employees struggling with: • Anxiety • Depression • Burnout • Trauma • PTSD "8 Ways Managers Can Support Employees’ Mental Health." Article by Kelly Greenwood and Natasha Krol, Harvard Business Review. Found at https://hbr.org/2020/08/8-ways-managers-can-support-employees-mental-health
  15. 15. Harvard Business Review • Experiences will vary based on an individual's: • Race • Economic opportunity • Citizenship status • Job type • Parenting or caregiving responsibilities • Other variables "8 Ways Managers Can Support Employees’ Mental Health." Article by Kelly Greenwood and Natasha Krol, Harvard Business Review. Found at https://hbr.org/2020/08/8-ways-managers-can-support-employees-mental-health
  16. 16. The Basics • Communications strategy • High level • Move from where your company is now to where you want to be • What you want to happen to achieve a specific end "8 Ways Managers Can Support Employees’ Mental Health." Article by Kelly Greenwood and Natasha Krol, Harvard Business Review. Found at https://hbr.org/2020/08/8-ways-managers-can-support-employees-mental-health
  17. 17. The Basics • Communications plan • Specifics: • What you're going to say and how • When • To whom "8 Ways Managers Can Support Employees’ Mental Health." Article by Kelly Greenwood and Natasha Krol, Harvard Business Review. Found at https://hbr.org/2020/08/8-ways-managers-can-support-employees-mental-health
  18. 18. The Basics • Communications strategy: high-level thinking • Communications plan: ground-level execution "8 Ways Managers Can Support Employees’ Mental Health." Article by Kelly Greenwood and Natasha Krol, Harvard Business Review. Found at https://hbr.org/2020/08/8-ways-managers-can-support-employees-mental-health
  19. 19. Developing a communications strategy Cross-functional team • Develops the narrative
  20. 20. Developing a communications strategy Cross-functional team • Includes leaders from: • HR • Marketing and Communications • Operations • Sales • Customer service • Legal and Risk
  21. 21. Developing a communications strategy Audience • List all job titles, locations and divisions • Executive leadership • Management team • International divisions • Sales team • Front-line workers • Delivery team • Operations • Customer Service • Part-time employees • Contractors
  22. 22. Developing a communications strategy Channels • List all communication resources
  23. 23. Developing a communications strategy Channels • Email • Text messaging • Internal website • Newsletters • Blogs • Break room video monitors • Letters • Collaboration tools (e.g., Teams, Slack) • Social media • Podcasts • Videos • Posters
  24. 24. Developing a communications strategy Audience • Executive leadership • Management team • International divisions • Sales team • Front-line workers • Delivery team • Operations • Customer Service • Part-time employees • Contractors
  25. 25. Developing a communications strategy Audience with channels • Executive leadership: • Email • Webinars • Teams • Text messaging
  26. 26. Developing a communications strategy Audience with channels • Part-time employees: • Internal website • Break room video monitors • Social media • Text messaging • Posters
  27. 27. Developing a communications strategy Channel considerations • How each channel being used currently? • Is there a specific cadence or timing interval for each channel? • Does that cadence need to be altered to communicate important information more frequently? • Is the cadence already overwhelming employees? • What are the capabilities and limitations for each channel? • Does the channel fit the message?
  28. 28. Developing a communications strategy Cross-functional team Audiences Channels Business objectives and goals
  29. 29. Developing a communications strategy Questions to consider: • What’s the story that you want to tell? • How do you want your employees to feel? • What are the biggest impacts to the company and how will they affect your people? • What information do employees need to know to understand what is expected of them? • How do their actions help the company meet its business objectives?
  30. 30. Key messages • Clear • Concise • Accurate • Timely
  31. 31. Tone • Respectful • Empathetic • Encouraging
  32. 32. Transparency • Key topics • How to find information • Employee safety • Situational monitoring • Questions
  33. 33. Measurement
  34. 34. Measurement • Reach • Impact
  35. 35. Measurement • Reach • Email read rates • Page visits • Video views • Document downloads
  36. 36. Measurement • Impact • Employee behaviors • Employee performance and productivity • Employee retention • Employee engagement
  37. 37. Measurement • Employee behaviors • Are employees doing what you are asking them to do?
  38. 38. Measurement • Employee performance and productivity • Are employees meeting your company’s specific performance indicators? • If not, consider whether you are communicating expectations clearly. • Do employees have the tools they need to be successful? • Are you accounting for the strains of their daily lives/families/obligations/responsibilities?
  39. 39. Measurement • Employee retention • Are employees staying with the company? • Are you interviewing those exiting?
  40. 40. Measurement • Employee engagement
  41. 41. Measurement • Employee engagement • Measure employee participation at Q&A sessions and town halls • Annual engagement survey • Pulse surveys
  42. 42. Measurement • Employee engagement – pulse surveys • Short survey sent to employees on a regular basis. • “Pulse check” on topics like employee satisfaction, communication, relationships and work environment. • Track the same item over time.
  43. 43. Measurement • Employee engagement – pulse survey questions • What is one way we could continue to support you? "COVID-19: The Right Way To Survey Employees During A Crisis." Article by Claire Hastwell and Julie Musilek., Great Place to Work. Found at https://www.greatplacetowork.com/resources/blog/how-to-survey- employees-during-a-crisis?utm_source=website&utm_medium=promoted&utm_campaign=content_blog_20200430
  44. 44. Measurement • Employee engagement – pulse survey questions • Is there anything the organization can do in light of these circumstances that would be helpful to you? "COVID-19: The Right Way To Survey Employees During A Crisis." Article by Claire Hastwell and Julie Musilek., Great Place to Work. Found at https://www.greatplacetowork.com/resources/blog/how-to-survey- employees-during-a-crisis?utm_source=website&utm_medium=promoted&utm_campaign=content_blog_20200430
  45. 45. Measurement • Employee engagement – pulse survey questions • What is your biggest concern right now – at home or at work? "COVID-19: The Right Way To Survey Employees During A Crisis." Article by Claire Hastwell and Julie Musilek., Great Place to Work. Found at https://www.greatplacetowork.com/resources/blog/how-to-survey- employees-during-a-crisis?utm_source=website&utm_medium=promoted&utm_campaign=content_blog_20200430
  46. 46. Measurement • Employee engagement – pulse survey questions • Is there anything the organization can do in light of these circumstances that would be helpful to you? "COVID-19: The Right Way To Survey Employees During A Crisis." Article by Claire Hastwell and Julie Musilek., Great Place to Work. Found at https://www.greatplacetowork.com/resources/blog/how-to-survey- employees-during-a-crisis?utm_source=website&utm_medium=promoted&utm_campaign=content_blog_20200430
  47. 47. Measurement • Employee engagement – pulse survey questions • What communication/updates would be valuable to you during this time? "COVID-19: The Right Way To Survey Employees During A Crisis." Article by Claire Hastwell and Julie Musilek., Great Place to Work. Found at https://www.greatplacetowork.com/resources/blog/how-to-survey- employees-during-a-crisis?utm_source=website&utm_medium=promoted&utm_campaign=content_blog_20200430
  48. 48. Measurement • Employee engagement – pulse survey questions • What suggestions do you have that the organization should consider to restart our business when the timing allows? "COVID-19: The Right Way To Survey Employees During A Crisis." Article by Claire Hastwell and Julie Musilek., Great Place to Work. Found at https://www.greatplacetowork.com/resources/blog/how-to-survey- employees-during-a-crisis?utm_source=website&utm_medium=promoted&utm_campaign=content_blog_20200430
  49. 49. Questions? Let’s continue the conversation! beth@smallpotatoes.co www.linkedin.com/in/bethclauss
  50. 50. Thank you!

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