What language are you speaking?

By Tanya Batra, Melcrum

Consider the following questions:  

How well do you know your internal audience?
How long have they been employed at the organisation?
Who do they trust?
What are their frustrations and concerns?
Do they use social media outside work?
What’s their motivation for coming to work?

   
If you don’t know the answers, it’s unlikely that you’re speaking the same language as your audience.

Far too often, and for many and varied reasons, the importance of really knowing our audience is overlooked, and a one-size-fits-all approach is wheeled out yet again.

And while the increase in comms channels now available to us can create the illusion that we’re successfully reaching out to and communicating with all of our employees, the reality is that it’s just more likely that our messages will be lost in the fierce competition to gain an audience’s attention.

The simple fact is that our communications should be tailored, targeted and relevant in order to resonate with our audience. And yes, while it does require an investment to establish an understanding of the different segments and preferences within your audience, the alternative has a far greater cost.

  
Psychoanalysis(!)
One possible approach to segmentation is to focus on attitude and motivation, and leverage them to create an understanding of what drives employees in your organisation, how they feel about the company and in turn, how best to communicate with them to achieve your desired outcome(s).

Brainwaves Consultancy takes just such a psychological approach through Personal Construct Psychology, working on two key assumptions: 1) that we are a product of our experiences, and 2) that our perception of the world is revealed in what we say. 

The research methodology involves asking employees a series of questions around a specific topic. Based on their responses, employees are categorised into segments, each of which has a distinct preferred method of communication that can then be utilised.

  
Sound interesting?
In our Mastering Audience Segmentation report, we published a case study with Sainsbury’s and Royal & Sun Alliance around the use of this methodology. If you’d like to read more you can download a copy of the full case study here: http://bit.ly/wko0RX

The concept of audience segmentation is also covered in The Internal Communication Black Belt 1 Programme.  

Under the guidance of our expert trainers, attendees discuss a range of influential theories of segmentation, learn how to effectively build an audience profile and identify the most appropriate method of segmentation for their organisation.

Black Belt 1 covers a host of other core IC areas too - visit the website to view the full course overview and learn more about the programme.

What's the future for internal communication? Key themes from Melcrum's transatlantic briefings

by Kelly Parsons, VP Research and Content, and
Luke Dodd, Features Editor, Melcrum           

Senior level internal communicators from around the world attended Melcrum’s research briefings that were held concurrently in London, UK and Washington DC, USA this week.

The briefings were held to share Melcrum's findings from its latest research study, produced for members of the Strategic Communication Research Forum (SCRF) – The Future for Internal Communication – as well as to promote lively debate and discussions on best practise. 

 

  London, UK

 

Simon Garcia, head of global communications, Gazprom opened the breakfast briefing, which was held at the company’s offices in central London. In attendance were senior representatives from companies including Bank of America, SABMiller, PricewaterhouseCoopers (PwC), Deutsche Bank and Tesco.

Rebecca Richmond, director of research and content, Melcrum presided over events and showcased highlights from The Future for Internal Communication study.

All core messages of the report were covered, which included issues surrounding the post-recessional environment, the drive for productivity, the diversifying workforce and re-engineering corporate structure and management.

Good quality debate took place throughout the day with several hot topics raised.

A discussion on EVP led to the point that Generation Y may not be thinking longer term, in terms of career progression and professional development. However, it was suggested that they were, in fact, looking for a company to care about their lives and think about them as an individual, not just as an employee.

It was also argued that EVP is a two-way street: and that employee value proposition should be re-termed as employment value proposition. The interaction should work both ways and be about what the employee can do for the company, as well as what the company can do for the employee.

The pros and cons of segmentation were debated and some attendees believed there was room for a stronger focus on this area at their company. The notion of partnering more with marketing in the process of segmentation also interested the group. Line managers were also discussed, and their importance highlighted when the idea was posed that they were a “human channel” and imperative to delivering internal communication strategies.

Also, attendees raised the point that annual employee surveys were viewed as non-essential in their company, as there was simply not enough turn-around time to act upon the different points raised. Another controversial opinion shared was that internal communication was viewed as governance and monitoring when talking about social media, as opposed to a supporting function.

 

  Washington DC, USA

 

Meanwhile in the US, members of Melcrum's SCRF, from companies including Citigroup, ExxonMobil and Neustar, convened for a day of learning and shared insights at Melcrum's US office in Washington DC.

Using the frame of The Future for Internal Communication study, the group discussed the key challenges communicators must overcome as they respond to a changing external environment and increasing demands from internal partners.

They touched upon the inadequacy of existing knowledge management systems in most organizations. One member mentioned her success in utilizing an alumni portal and "ask the expert" platform to connect employees to the right information at the right time.

Another major theme of the day was the difficulty members experienced "getting out in front" of technology. Attendees shared strategies for partnering more effectively through "intentional interactions" with IT to drive adoption and usage of high-potential, but under-performing, tech platforms.  

The group also shared their experiences of outdated competency models; a common theme across the day. In response to this, the need for a revised competency model and associated tools will rise to the top of the Forum's agenda. Look out for this in coming weeks. 

Additionally, capturing and controlling "ambient information" was considered important: members shared ideas for keeping track of what employees are saying, filtering and translating it to decision-makers and, ultimately, using informal communication channels to influence the conversation.

Until next time,

Kelly and Luke

Going under the change communication covers

By James Bennett, Head of Content, Melcrum

First we had the Undercover Boss. Sorry, I mean Melcrum was the first publisher to secure and showcase Stephen Martin, chief executive of Clugston Group and star of Channel 4’s 2009 ‘Undercover Boss’ series, as a keynote speaker for our Strategic Management Communication summit. Now, however, the programme has gone mainstream with a preview from the new American series given a prime time airing directly after last night’s Superbowl, a huge-audience slot normally reserved by a network to launch a new sitcom or drama.

Yes, the Americans have got hold of the format and, like the fast food culture they have so kindly exported to the rest of earth, they've gone large.

But while it might seem that we 'borrowed' an idea from Channel 4 the last time around, on this occasion  it's arguably borrowed one of ours. Tonight at 8pm sees the regular Dispatches documentary team go undercover dressed as agency postmen to find out if the Royal Mail has delivered on claims that it is modernising and improving its service. In 2004 and in 2005, the team also investigated the company and, in Channel 4’s own words, “exposed serious systemic and individual failures within the organisation”, resulting in an inquiry by the postal regulator, followed by a fine of almost £10 million.

But we’ve gone one better. Rather than go undercover we’ve invited Alana Renner, head of engagement & internal communications at the Post Office, to talk about how she has engaged her employees and helped to transform the organisation from a loss to a profit making business at Melcrum's third annual change communication conference. What should be made clear is that the Post Office is a subsidiary of Royal Mail Group and operates under the Post Office brand managing a nationwide network of around 12,000 branches, the largest retail branch network in the UK handling more cash than any other business.

Alongside the Royal Mail, the Post Office has undergone huge upheaval with countrywide branch closures, redundancies and, as the frontline organisation for the Royal Mail, has had to deal with angry customers and equally frustrated employees. Alana will be on hand to answer all your questions so make sure you watch tonight’s show and come armed with any issues you would like to raise.

And if you haven’t yet booked on to the conference and workshops do it now! It's on between 9th and 10th March and is fast approaching. We've got an extremely strong line up this year, including behind-the-scenes case studies from British Airways, Aviva and of course The Post Office.

SCM summit London 2009: The 10 communication commandments

By James Bennett, Managing Online Editor, Melcrum

Vivienne Huybrecht, general manager group communication at KBC Group gave a fascinating insight into her tumultuous year at one of Belgium’s largest financial institutions at this morning's 8th annual Melcrum Strategic Communication Management Summit at London’s Tower Hotel.

Vivienne wasn’t just in charge of internal communications, when the financial crisis hit KBC faster and harder than anyone could ever have predicted she was also charged with looking after every aspect of external communications and media relations – a huge task for anyone but somehow she managed it and survived. Mainly, she told me, because of her sporty nature and her motto of never giving up. Look out for a quick video interview in the next few days.

At the height of the storm she was receiving more than 100 phone calls from journalists day and night, saw KBC’s share price plummet and to top it all off her chief executive had a heart attack in May and had to stand down. It was sobering stuff and one of the best internal communication stories I have ever heard.

One of the best elements of the presentation was her 10 communication commandments during a crisis. Here they are:

1. Visible leadership – staff should be able to see the whites of their eyes
2. Be honest and open at all times
3. Tell it like it is
4. Be confident!
5. New CEO mantra – overperform and under promise
6. Be clear and keep it simple
7. Move fast and decisively
8. Make no promises about the future unless you can achieve them with absolute certainty
9. Use face-to-face communications as much as possible
10. Never give up

Six days away from largest gathering of internal communicators in Europe!

By James Bennett, Managing Online Editor, Melcrum

We’re now less than a week away from the largest gathering of internal communicators in Europe. A huge turn out of 187 of your peers, colleagues and competitors will be attending the Melcrum SCM Summit in London between 13th and 15th October 2009 listening to and debating with some of the brightest minds in the profession including Best Companies Partnership’s Wayne Clarke, Channel 4’s Undercover Boss Stephen Martin and a host of senior practitioners from some of Britain’s largest and most important companies, organisations and bodies such as HSBC, Vodafone and the Department for Business Innovation and Skills.

If you're not convinced listen to our exclusive pre-summit interviews with some of the events biggest names.

Despite the workshops on 13th October selling out faster than ever before, we have managed to persuade The Tower Hotel to increase its capacity to more than the 150 cap, so if you or one of the team still want to come along, all you need to call us now. You won’t be sorry.

Discussing how to rebuild trust, re-engage employees and increase performance has never been more important than today – an era where both budgets and resources have been slashed in greater quantity and numbers than ever before. And it is you, the internal communications profession, that has the responsibility to change that downwards spiral and bring the UK and the rest of the business world back ito prosperity once again. Never has your role been greater.

As our keynote speaker Wayne Clarke says: “Fifteen of the top 100 companies doubled their turnover and tripled their profit in five years.” And what seems to be consistent among these high-performing organisations? “They all make effective use of line managers to translate and communicate core company objectives, achieve high levels of employee engagement, and ultimately, impact the bottom line,” adds Clarke.

We look forward to seeing you next week. Don’t miss out, be there!

Avoiding the pitfalls of social networking

Thanks to all those who volunteered to run special interest and regional groups on The Communicators' Network site, launching in June. You'll be the first to know when the site soft-launches in the next few weeks. If you are still interested but have not got in touch, please contact me as soon as possible.

And thanks also for the off-line comments and suggestions about what people like/dislike about existing social networking sites out there, we are trying our best to incorporate as many as possible into the site.

1. Protecting your privacy: you tell us that you don't want to be bombarded by 'requests to be friends' from people you don't know. Not only will the Communicators' Network allow you to change your privacy settings at any time so you stay in control, but we are making the site invitation-only but still free to join. So the door-policy will help ensure the quality of the membership. Every little helps.

2. Search: if you are looking for someone or something, you expect to find it quickly. We specifically chose SmallWorldLabs because of their search technology which finds anything anywhere very quickly.

3. Networking is nice but not the be all and end all: you told us that networking with others is fun but not enough to keep you coming back. You are busy. We understand. So there has to be more. And The Communicators' Network will be much more. It will be a constantly evolving directory of useful resources as rated and reviewed by YOU, saving you the time and effort of scouring the web for the answer. That means the best blogs, books, articles, events, service providers, you name it, you can rate it.

But it's not too late, if there is anything we can build to make sure the Communicators' Network is not just "useful" or "fun" but "indispensable" and "helping me make better business decisions", then tell us now.

But you better hurry, beta-testing proper starts next week.

Robin Crumby.

Former Orange internal comms leader comes to visit

On Friday morning Melcrum HQ played host to Emma Ridgeon, the former international head of internal communications for programmes & channels at mobile phone operating giant Orange Group.

Emma took questions from all of Melcrum's staff, and spoke at great length about the structure and function of internal comms within a multi-national customer-focused company.

Beginning by explaining her own career, which included major roles with IT company LogicaCMG and consultancy firm PA Consulting, Emma told us about how she and her team worked to translate Orange's corporate values of friendliness and honesty into a coherent strategic message that could be transmitted to staff in 23 different countries around the world.   

Speaking about the environment for internal comms at Orange, Ridgeon says the company was an exciting place to work, with a positive, innovative culture that encouraged people to be open and try new things.

However, Emma also admitted to occasionally being frustrated with a corporate structure that gave the company's external communicators far greater access to the CEO than internal comms received. Budgetary restrictions were also high on her list of irritations.

Speaking in particular about her own role in co-ordinating Orange's country-based internal communications teams, Emma emphasized the importance of being able to draw together expertise and share ideas through conference calls and forums.

She made particular mention of a project undertaken by the internal comms team at the mobile operator's Spanish division, where all employees were issued with 3G phones which were used to send out monthly video messages from bosses.

Emma finished by saying that the essence of good internal communications is to be the link between the top and bottom of a business, though she admitted not every boss will be receptive to the needs of internal communications.

On behalf of all at Melcrum, I'd like to thank Emma Ridgeon very much for taking the time and effort to come in and talk to us (we'd also like to thank her for all the nice things she said about the Internal Comms Hub and Black Belt Dojo!).

Is the online world as important to internet users as the real world?

The University of Southern California's Center for the Digital Future certainly thinks so.

The findings of their 2007 Digital Future Project about online communities, and internet usage of 12-24 year olds in particular, showed that 43 percent of Internet users who are members of online communities say that they "feel as strongly" about their virtual community as they do about their real-world communities.

You can download the pdf press release that gives these and other highlights of the study at http://www.digitalcenter.org/pdf/2007-Digital-Future-Report-Press-Release-112906.pdf

Other eye-catching stats from 12-24 year olds that should have every communicator scratching their heads include:

* E-mail is for parents, they only use Instant Messenger
* Everything will move to mobile
* Want to move content freely from platform to platform with no restrictions
* Trust unknown peers more than experts
* Will never own a land-line phone
* Will not watch television on someone else's schedule much longer
* Have little interest in the source of information
* Will never read a newspaper but attracted to some magazines

Clearly, this has many implications for how messages can and will be disseminated in the future. And the channels favoured by communicators are unlikely to be those that resonate with those entering the workforce. Dr. Carole Kinsey Goman discusses the Generation Y implications for communicators in Melcrum's report 'Mastering Audience Segmentation'. You can download the free exec summary without logging in.

And lastly, perhaps for the first time, the percentage of women going online was higher than the number of men. So online communities can no longer be dismissed as the domain of geeks...

Robin Crumby.

One person's engagement is another person's proposal

So recently several people have asked me if I blogged?  Or why don't I blog?  In fact, I'll paraphrase the question most frequently asked, "For someone so verbal LA, I'm surprised you don't blog."...Of course, I resist the urge to point out the irony of mentioning that a verbal person doesn't, umm well... type.  But that's for another blog.  The truth is I read several blogs, both for professional reasons and personal interest.  I am pretty interested in all things related to social media, I guess I just psyche myself out thinking I don't have to time to blog.  I'm a working mother with a 3 year old and a 1 year old, between Bitty Basketball, Tiny Tot Tumbling and Moms, Tots, and Musical Movement, my free time is spent having a shower and unloading the dishwasher.  But last week I attended a meeting the changed my mindset and has set me on my way.

I sit on a local Chicago business committee.  It is comprised of professionals from all industries representing all functional areas.  It is a mix of demographics and the perspectives offered are always very interesting.  The topic arose regarding the BusinessWeek Online article, Smashing the Clock, No Schedule. No mandatory meetings.  Inside Best Buy’s radical reshaping of the workplace discussing the US’s leading electronics retailer’s flexible hours and workplace. Within minutes the room was a flurry of opinions for and against.  I offered the thought that maybe what was perceived as a radical work environment was really the type of culture that was needed to keep their hi-tech young employees engaged.  It was around the word culture that you could hear the pin drop.  It’s so easy to forget we don’t all speak employeecomms-ese.  To this incredibly talented and experienced group, the word culture typically means country or religion one associates one self with and engaged is that period between being single and married. 

But by drawing on case studies from the research we’ve done here at Melcrum on the topics of Corporate Culture and Employee Engagement and then relaying my own experience hearing from amazing companies, specifically YAHOO! and Stryker whom have spoke at Melcrum conferences about their own corporate culture and employee engagement.  The committee really got a feel for how successful companies can have very different cultures and that employee engagement has no magic definition.  Much more discussion to follow.

 

However, it was then I had my moment of Zen.  Are we as communicators ensuring that everything we send out is really in the right for its audience?  Not just right, but really really really right for its audience.  Finance people do not speak like marketing people.  I should know.  25% off to me says sale.  To my husband it says you still have to pay for 75% of it.  When we develop key messages or develop toolkits.  How will the crews out on the jobs interpret it?  How will the engineers process it?  How will the call-center employees discuss it among themselves?  My advice is take it to the people and make sure that all the language used is the language they commonly use.   

L.A.

Are social networks about to change the face of employee communication as we know it?

Is the same technology that underpins the success of MySpace and Facebook with teenagers about to have the same impact on organisational communication and knowledge sharing within large corporates?

Earlier this week the New York Times revealed that IBM plans to launch a range of social software tools for the corporate market called Lotus Connections.

As the NY Times goes on to explain:

"Lotus Connections has five components — activities, communities, dogear (a bookmarking system), profiles and blogs — aimed at helping experts within a company connect and build new relationships based on their individual needs."

This is the first business-grade application that will bring the much-loved tools of teenagers into the corporate world, knitting together blogs, feeds, communities, networking tools like profiles, and bookmarks into one easy to use package. And whilst most corporate intranets already incorporate much of this functionality, by knitting it all together in one platform, it's likely that Lotus Connections will facilitate better collaboration between remote teams and establish peer networks based around shared interests and skill-sets.

Lotus Connections is expected to launch in the first half of 2007.

It looks increasingly likely that as the teenagers of today enter the workforce of tomorrow business will be able to offer them the business-grade equivalent of the tools they know and love.

So what does this all mean for internal communicators? Is this just another 'channel to manage', or does it change everything and force communicators to adapt their methods to embrace social networking?