| If your employee communication strategy to
communicate change focuses on stakeholder communication plans, an intranet site, CEO
forums and Staff Information Bulletins via email stop right there. Your efforts are
focused on information, not communication and the likelihood of engaging employees in
change is remote.
My interest in employee communication is to distinguish
between the tools communicators use that inform and those strategies that engage employees
and therefore impact business outcomes. The concern is that there seems to be confusion in
the market place where roles are advertised for "Change Managers" when the
organization is really looking for an internal communication professional not a change
practitioner.
So what's the difference?
Well clearly both information and engagement tools are
important. An internal communication professional focuses on tools to impart information
and in some cases create dialogue including:
- the corporate intranet
- staff information bulletins
- emails
- providing information for managers to brief their teams face
to face
- organizing staff forums for the CEO
- briefing kits for supervisors and team leaders
Whilst all of this activity is important and provides the
support that employees need to find out what is happening. But, and it is an important
distinction, so what if you tell people what is happening, will it change their attitude
and therefore change their behavior? In my experience which is across many sectors,
industries, professional roles and all types of change programs I have to say no. And this
is the problem, when a CEO and senior executive team think "change" will happen
because they have hired someone to communicate the changes taking place and then when
there is no impact on the business or the outcomes they were looking for they are
disappointed.
Think of it this way. Smokers buy a packet of cigarettes,
the health warnings are featured on the packet and yet we see intelligent, literate people
continue to smoke, packet after packet. The only time they truly become engaged in
changing their attitude toward smoking and therefore behavior is when they are in the
doctors office and are personally facing a health risk. And then Aha! they finally get it.
So how do we use this analogy when we are tying to
communicate change?
Let's look at this example. An organization wants to
communicate the financial results to employees and the usual approach is to post the
employee annual report on the intranet. But this time they need to do something different,
they want employees to understand why the company needs to improve and what shareholders
base their decisions on. So they decided to run free lunchtime information sessions for
their employees on how to invest in the share market and held them for one hour each week
for four weeks. The topics progressed from understanding the share market, categories of
companies listed etc till the final week they examined annual reports. So in this final
session they were reviewing annual reports and came to the last one for the session and
after reading through the data the question was asked of employees, so who would invest in
this company, few put their hands up. And you guessed it, the company was their company
and with a collective Aha! the employees finally got the message.
As in this instance, a large transformation program
including HR, training and operational initiatives was developed to build on this.
So here is the important message for any change program.
Information is important, employees need to know what is happening, when, why, who, what
and by whom. However, equally as important when it comes to organizational change,
employees need to be involved in the process to be truly engaged. This is where change
professionals need to focus on the Aha! moments and engage their employees in the process
of change. |
