Successful Employee Communications

A Practitioner's Guide to Tools, Models and Best Practice for Internal Communication

Sue Dewhurst, Liam FitzPatrick

• Editore: Kogan Page
• Anno: 2019
• ISBN:
  9780749484538
• Edizione: 1
• Argomento: Business
• Categoria: Business Communication

Communicate change effectively and bring stability and clarity in difficult situations through insight and lessons from global brands including Unilever, John Lewis, HSBC, and KPMG, with this essential guide for anyone responsible for managing the communications around employee engagement, motivation, retention, and change management. Communicating a company's goals, strategy, and tactics, change processes and brand values effectively within the workplace, makes a real difference to the success of any business. When handled professionally, it will have a positive impact on employee engagement, organizational culture, and performance. This new book written by leading PR and internal communications experts shares the exclusive stories of leading practitioners across sectors and industries, including manufacturing, telecoms, pharmaceuticals, professional services, FMCG and more, to demonstrate the tools, models and practices that have overcome a variety of challenges in a range of organizations. Explaining how to make the case for internal communications at all levels including:
-Advice on how to set objectives
-Selecting the right communication channel
-The best way to deliver tough messages
-How to evaluate and collect effective data Successful Employee Communications delivers an essential and easy-to-follow framework for delivering engaging communication strategies that work.

INDEX

Abubakar, U (Mubadala Head of Internal Corporate Relations) 212–13

Alfes, K 8

Armenakis, A A 174

Bark, M 31–32 see also case studies: a structured approach at Novo Nordisk

Barrett, D J 121

Bawa, C (Schneider Electric, Senior Internal Communciations Business Partner) 97–99

Block, P 44 see also definitions

Bolman, L G 80, 221

Bowen, K (Coventry Building Society) 73–74

Bowen, S A 137

Bridger, E 20, 118

By, R T 20

Campbell, R (Partnership Registrar, The John Lewis Partnership) 225–26

Carnall, C 20

Carr, S (Aviva) 135

case studies (for)

choosing channels for employee communication

the BBC: re-inventing an 80-year-old staff newspaper 112–13

Centrica: helping leaders listen 116–17

channels and experiences: getting the mix right at SEAT 103–05

employee reporters at AXA 114–16

Scottish Water: building a new channels strategy 106–08, 107

Vodafone: introducing a mobile news app 109–11

communicating on purpose

The Body Shop: revitalizing the company’s purpose 222–23

John Lewis Partnership: sharing the responsibilities and rewards of ownership 225–26

making purpose personal: Unilever – purposeful people 227–28

MSD: ‘What gets me out of bed in the morning’ 219–20

employee communication evaluation and measurement that adds value

HSBC: insight-driven communication 200–202

owning your own data: Mubadala – listening during change 212–13

employee communication planning for change

The Body Shop: neuroscience, communication and a new owner 171–73, 193–94

changing behaviours

Siemens and M&C Saatchi 175–76

WTF: breaking the rules at AXA 177–79

when a plan comes together

Ian Thompson – a leader’s viewpoint 162–64

Schneider Electric: working to deliver change 164–66

line managers as communicators: how to help them add the most value

Aviva: helping leaders make strategy meaningful 124–25, 125–26, 127

Aviva: the ripple effect of senior leadership communication 135

Ericsson: the CEO as a communication role model 135–37

Volvo Construction Equipment: communicators as leadership coaches 137

Volvo Group: developing communicative leaders 132–33

making it happen

big five EC facilitators: getting on the front foot with EC at BEIS 143–44

processes that work: message management in a matrix world 153–55

processes that work: SAP’s online tool for keeping HR communication aligned 150–52, 151

messaging: narratives connect

keeping the message personal at KPMG 90–91

making messages work g...