Free employee engagement resources

Giving you the best free employee engagement resources

Would you like to get your hands on the best, free employee engagement resources? Employee engagement strategies have proven to reduce staff turnover, improve productivity and boost profits.

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At ClearVoice™, we understand the vitality of stronger employee engagement which is why we have pulled together a list of free employee engagement resources. Giving you an optimal list that may help deliver more efficient and sustainable communication channels for your workforce.

Below you will find a list of our favourite employee engagement resources; helping you show your staff that you care:

Reports, articles and case studies:

Employeeengagement.com offers an extensive list of complimentary resources that help to identify communication gaps; understand employee engagement and provide beneficial insight into stronger communication channels.

Davidzinger.com created a selection of free engagement resources as a celebratory 61st birthday present to his audiences!  They include strategic tips and advice, tools to engage staff and a great variety of ‘top 10s’ with engagement as the prime topic!

Humanresourcestoday.com is an article-based platform that offers news and insights into employee engagement.  This site provides a great selection of contextual topics and background research when exploring the benefits and trends of employee engagement.

eBook insights:

Officevibe.com is a great quick link for eBooks, free courses and mini guides on achieving and maintaining stronger and more effective employee engagement in the workplace.  The eBooks are insightful and easy to read and gives a starting platform to expand upon.

Gethppy.com is a collection of free eBooks, infographics, HR events and an amalgamation of engagement focused articles collected from different sources.  A great ‘go to’ for background readings, activities and employee engagement insights.

White papers:

Wethrive.net is an engagement software site but does offer a great selection of white papers on mental health resources, benefits of engagement and the effects on productivity.  A very resourceful site for engagement reading and insight.

Software & Intranet platforms:

Capterra.com provides an extensive list of employee engagement software platforms with starred reviews and a link to the source’s website.  It offers a central hub for software tools; giving a very detailed synopsis of each site.

 Change your company; motivate your staff and watch the transformation unfold!

Have your say and tweet us @ClearVoiceComms

 At ClearVoice™, we are experts in delivering employee communications and engagement solutions. We inspire and motivate your workforce to increase your company’s productivity and profits. For more information on engaging your audiences, call or email us today and let us show you how engagement can boost your organisation.

New Year: Digital trends for 2018

New Year, new challenges

The New Year is upon us and with the start of 2018, come new trends that will revolutionise how we engage with employees, reach out to customers and expand online visibility.

Through cloud technology, artificial intelligence and responsive channels, technology has already affected how companies utilise digital devices to communicate with internal and external audiences.

As we embrace the New Year, we look at what trends are set to further change your communications channels and how to prepare your workforce for the takeover.

Read about the top three digital trends:

Chatbots

Chatbots are virtual assistants animated by artificial intelligence intended to deliver real-time answers to customers. Global tech business, Oracle, found that 80% of brands expect to use them for customer interaction by 2020.  One such system which combines AI technology with data is IBM Watson.  A supercomputer with combined data storage of over 200 million pages of information processed against six million logic rules, the software can analyse the relevant information and make recommendations in real time.

In action: Fukoku Mutual Life Insurance in Japan replaced 30 employees with the AI system, believing it would increase productivity by 30% and see a return on its investment in less than two years.

Mass personalisation

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Mass personalisation is the act of creating campaigns or websites targeted to specific audience’s history.  It enables recipients to focus on what’s relevant to them at the time it matters.  For organisations, it allows them to micro-target individuals or groups; giving them relevant information that affects their specific role as and when needed.

In action: Last year Virgin Group introduced the next generation in engagement software.  Virgin Pulse Hub, a dynamic engagement and communication portal connects employees with relevant HR and benefits tools, programs and information.  It enables administrators to segment messages across a variety of factors, including age, location and health risk factors; delivering them in ways that resonate with employee populations.

Remote workforces

Remote workforces are when employees work outside the ‘traditional’ office environment.  With over 96 million workers using mobile devices to do their jobs, companies are fast discovering the overall benefits of employing staff remotely.

In action: Buffer, a social media schedule platform company has more than 80 employees working in several different countries.  ‘Courtney Seiter, Buffer’s Inclusivity Catalyst, shares that instead of having a hybrid remote and on-site environment, Buffer “does everything 100% remote first to create that feeling of inclusivity and equality across the board.”’

How to prepare your office for 2018

As we begin the new year, preparation can ensure a stress-free agenda.  Develop a plan for 2018 by encompassing tactics which can help improve and strengthen key elements of the business.  Utilise the five key areas when developing your strategy for the coming year, helping provide practical solutions in a short space of time:

Employer brand review

A great employer brand is one that both customers and staff will want to be a part of.  Review how it is currently perceived and how it can be improved forecasting key milestones to improve your employer brand.  Think about the attractiveness of the company, the core message and culture you have built.

Challenge preparation

Consider factors which may affect your business, staff and your customers.  Think about the up and coming digital trends; would they improve efficiency, increase online visibility or reduce costs? Use this time to research key events which may affect audiences such as GDPR or Brexit, helping address potential risks to your business.

Identify new opportunities

Use the New Year to explore new marketing tactics, thinking about mass personalisation, social channels and networking events. Consider new products or services or even reinventing how you package them up. Encourage staff to feed ideas for economic growth and provide incentives for internal contributions.

Financial downtime

Carry out a financial review of current costs and identify if you’re getting value for money or if costs could be better used elsewhere.  Do you have a bonus scheme in place for employees?  Assess how best to deliver these and what the bonuses are measured on including performance, sales or time of servitude.

Review and prepare a comms plan

A comms audit can help identify which channels work; identify common weaknesses and measure the overall effectiveness.  Assess who you are communicating with, internally and externally, how you could improve the comms channel and the best medium to adapt to deliver key messages.

Have your say and tweet us @ClearVoiceComms

At ClearVoice™, we are experts in delivering employee communications and engagement solutions. We inspire and motivate your workforce to increase your company’s productivity and profits. For more information on strategy preparation and internal communication, call or email us today and let us show you how engagement can boost your organisation.

What is outcome-based measurement?

Defining outcome-based measurement

Outcome-based measurement is a collection of results which assess a specific topic or area in a business.  Fundamentally, it assesses the productivity of the business and highlights areas for improvement.

An outcome-based measurement for employee engagement would (ideally) show that employees are doing the things that will add value to the business.  These could be achieved through employee engagement surveys, regular pulse surveys, focus groups or analysis platforms.  Sam Dawson, Head of Insight at Korn Ferry Hay Group advises the importance of this data:

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Measuring employee engagement

The importance of outcome-based measurement analysis not only underpins how employees are performing but accentuates the functionality and success of the business.  It generates data which can help improve and expand a business and provides insight into weaker areas of the workplace.

Challenges faced

There are two mains challenges most companies face when looking to measure engagement across their workforces.  These include:

Unmeasurable feedback

Often, companies generate questions which are stale and generic enticing feedback which is unmeasurable and unresponsive.  Equally, questions which are negatively focused can provide more defensive answers rather than providing the opportunity for transparency.  As a result, the data becomes insubstantial to the overall objective.

Unresponsive feedback

Many companies submit an annual employee survey but fail to follow up with the data; making the exercise void and time-consuming.  Without motivation or incentive for being ‘heard’, employees feel despondent from providing honest feedback that does not have a tangible outcome.

Achieving outcome-based measurement

Achieving sustainable employee feedback is a consequential action of a well-developed strategy.  Recognising who the audience is, defining the objectives of the exercise and determining how to achieve the most optimised results can create more diverse and quantifiable data.  The perfect platform for outcome-based measurement analysis.

One example of effective and measurable data is UK-based home improvement chain, Screwfix, who encourages employee feedback on a regular basis through their open-door policy. Every two weeks, employees are given the opportunity to provide feedback to their managers unrestricted by rules or guidelines. They are encouraged to give feedback on everything from daily job concerns to management; company interactivity with customers and ideas for improvement.

Consequently, the two-way interactivity between employees and managers resulted in a new customer card being implemented.  This helped speed up the in-store process by identifying customers and allowing them to make quicker purchases – a result of valuable employee feedback.

Outcome-based measurement is not about ticking boxes or fulfilling an annual quota. It provides opportunity to feedback, improve and expand a business tangibly and effectively.

Have your say and tweet us @ClearVoiceComms

At ClearVoice™, we are experts in delivering employee communications and engagement solutions. We inspire and motivate your workforce to increase your company’s productivity and profits. For more information on how we can help achieve sustainable outcome-based measurement analysis, call or email us today and let us show you how engagement can boost your organisation.

 

Mental wellbeing in the workplace

Awareness of mental wellbeing

Awareness of mental wellbeing has exploded over the last year. It’s driving companies and HR teams to acknowledge, support and integrate tools which can help employees cope with stress, effectively and successfully.

.mental wellbeing, clear voice, silke brittain, employee engagement, productivity, values, culture, bedford, HR, engagement, communicationIn 2016, 15.8 million working days were lost in the UK due to mental health issues. A 2017 report claimed 60% of employees have experienced a mental health problem due to work or work was a contributing factor at some point in their career.

However, with the increase in awareness of mental wellbeing, companies are starting to understand the physical and mental state of their employees.  By using initiatives which encompass the employees’ working environment to open discussion opportunities, companies are understanding the benefits of healthier, motivated and focused staff.

But how can you support your employee’s mental wellbeing?

Supporting and encouraging positive health and mental wellbeing needs to be engrained into a company’s culture. It should not stop at the strategy development stages.  To help tackle the causes of work-related mental health problems and promote wellbeing in the workplace, Mind, a leading charity for mental health and wellbeing developed an informative step by step guide.  Focusing on the working environment, line managers and HR professionals; the guide provides a collection of informative yet useful tips in maximising your workforce’s mental wellbeing.

4 steps to support positive mental wellbeing

Here is a synopsis of the guide to help start the process of promoting mental wellbeing and supporting your staff’s mental and physical health in the workplace:

Open-door policy

Employees want to feel that they can communicate honestly and openly.  Integrating an open-door policy will help strengthen and support engagement from the onset.  Try to implement transparent communication through all platforms; helping promote and encourage staff to share and respond respectively.

Training & guidance

For an open-door policy to work it is crucial to give leaders adequate training and guidance to help support employees.  This ensures that leaders are equipped to advise employees and proactively manage work-related factors that may contribute to poor mental wellbeing. Send a clear message to your staff that their health and wellbeing matters!

Flexible hours

Flexible hours not only encourage a more dynamic working schedule but can allow for a more balanced and healthier lifestyle.  Integrate and demonstrate behaviours which encourage motivation and social support within your team through flexible schedules.  Encourage staff to work sensible hours, take full lunch breaks and recuperate after busy periods. Senior leaders should role model these positive behaviours where possible.

Don’t forget you!

Look after yourself. Always try to ensure you maintain a healthy lifestyle, access social support and develop resilient thinking.  If you can lead by example, staff will soon follow and adapt.

Have your say and tweet us @ClearVoiceComms

At ClearVoice, we are experts in delivering employee communications and engagement solutions. We inspire and motivate your workforce to increase your company’s productivity and profits. For more information on developing a mental health and wellbeing strategy, call or email us today and let us show you how a happy and healthy workforce can boost your organisation.

Internal communications value as told by CIPR Inside

Value of internal communications

Internal communications group of the Chartered Institute of Public Relations: CIPR Inside recently submitted their latest report on the value of internal communication as perceived by CEO’s and IC professionals.  Focusing on the perceived value and interactivity of internal communication with senior leadership teams, the paper offered insight and exploration over a much-discussed topic.

Defining terminologies

The report identified that ‘when defining internal communication, many of the IC practitioners …surveyed used the terms ‘internal communication’ and ‘employee engagement’ interchangeably’.

But what is the value of internal communication and employee engagement, how is it viewed in the industry and is there a defining difference?

Internal communication

Internal communications has long been defined as the functionality responsible for effective communications between internal staff members within an organisation.  The CIPR report states that CEO’s saw IC practitioners as ‘custodians of translating strategy, company values and priorities’.

Employee engagement

Employee engagement is an emotional commitment between an employer and their employees; creating an environment that is engaging and retrospective to the culture they are trying to achieve.

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Although interconnected through their primary focal point – employees – both are equally different through their purpose and delivery.  Where one focuses on how and what to communicate internally, the other looks at the why and who; defining the context and environment of delivering the communication and to whom.

In VMA Group’s Inside Insight 2017 report, 92% of senior leadership either understand, are on board with or appreciate the importance of internal communication but incredibly, only 8% of British employees feel engaged at work.

All CEOs interviewed for the latest CIPR report expressed concern around not communicating key messages and purpose to employees. They believed that if employees did not understand the priorities and the organisational direction, their motivation and effectiveness was less lower!

Can we build a unifying relationship?

Internal communications provides the strategic knowhow and the channels to deliver key yet effective messages within an organisation.  However, it is the foundation of employee engagement which positions the reason behind those messages. And it provides the background of who they are projected at.

Can they work in parallel of each other – absolutely!  Both accentuate the employee voice;  both are platforms to strengthen and improve the communication and culture of an organisation.  The synergy of internal communications and employee engagement has the power to influence and change the culture of an organisation!

It is the role of senior leaders to identify the capacity of both functionalities.  Treating them retrospectively as separate functions provides a more encompassing and powerful method to communicate and engage with staff.

Have your say and tweet us @ClearVoiceComms

At ClearVoice™, we are experts in delivering employee communications and engagement solutions. We inspire and motivate your workforce to increase your company’s productivity and profits. For more information on how we can help communicate internally and engage audiences, call or email us today and let us show you how engagement can boost your organisation.

How GDPR will affect your business

What is GDPR?

GDPR is EU’s General Data Protection Regulation, a new directive that will enforce businesses to install stronger data security and privacy rules for protecting personal data.  These regulations supersede any previous legislation and will come into force in May next year.  Failure to comply can result in fines of up to 4% of global annual turnover!

As 2017 has already become a frantic scramble to prepare for next year’s GDPR, we provide a rundown of who the regulations affect and how you can prepare for the milestone.

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The GDPR applies to anyone who ‘controls or processes’ personal data in and outside the EU.  That includes profit-seeking companies to IT firms, charities to agencies.  The responsibility of handling data falls to both sides; those that collect and manage data and those who process and maintain data records.

 

How does it affect you?

The new regulations will force all companies to control and manage how and why personal data is processed. Data can only be used for a specific purpose.  Once that purpose is achieved, the data must then be deleted.

What is personal data?

Personal data includes any information which can identify a specific person.  This includes economic, cultural or mental health information, IP addresses and the existing definitions covered under the Data Protection Act as it currently stands.

How do I get consent once the GDPR is in place? This is when good recording keeping comes into play!  All companies who ‘control’ personal data must keep a record of how and why that information was obtained; it must record how it will be processed. And it must provide the opportunity for individuals to amend or check the data held on file; or withdraw consent at any one time.

The GDPR mandates that consent must be ‘freely given, specific, informed, and unambiguous’. You will no longer be able to have a pre-ticked box and opt-in based on inactivity.

Data breaches & penalties

If there has been a breach to the data you hold on file, you must contact your data protection authority, the Information Commissioner’s Office, within 72 hours of discovering the leak.  Companies who do not meet this time frame can face penalties of up to £10 million or 2% of their global annual revenue; whichever is greater.

Failure to comply with the new regulations can also incur penalties of up to £20 million or 4% of your global annual turnover – whichever is greater.

Don’t be caught out by the new regulations and prepare yourself for next year’s stringent regulations; giving you piece of mind and the reduced risk of astronomical fines.  To guide you through the process, read the full article here.

Have your say and tweet us @ClearVoiceComms

 At ClearVoice™, we are experts in delivering employee communications and engagement solutions. We inspire and motivate your workforce to increase your company’s productivity and profits. For more information on securing your data and how to manage the GDPR change, call or email us today and let us show you how engagement can boost your organisation.

Change Management: strategic direction and implementation

Why you need a change management strategy

Developing a change management strategy can provide direction and purpose for change management plans. They help determine fundamental processes for significant changes within the workforce.

However, key events or processes can affect how they are developed and integrated for the strategy to be successful. From mergers and acquisitions, intranet systems to relocations, product launches to leadership changes; ultimately, change management strategies need to reflect the cause that can create the biggest disruption to a company.

Qtel’s change management through M&A

In 2005, Qatar, the world’s richest economy, per capita, faced one of the most ambitious acquisition sprees in acquisition history. Its state-owned telecom company Qtel went on an acquisition spree and by 2012, Qtel owned 17 telecoms operators in the Muslim world and had become the world’s fastest growing telecoms operator by revenue.

In 2012, Qtel shifted its strategy away from growth through acquisition towards growth through integration. The Chairman and CEO merged their diverse telecoms brands into one mega-brand, Ooredoo. Their objective: to provide transformational change in the telecoms sector. They realigned their strategy and purpose for change:

case study, change management, ClearVoice, communication strategy, communication, company culture, customer journey, digital engagement, digital evolution, digital maturity, digital strategy, employee advocate, employee communication, employee engagement, employee experience, employee journey mapping, employee journey, employee retention, employee value proposition, employee voice, employer brand, Engage for Success, engaging managers, EVP, financial services, focus groups, four pillars, healthcare, HR communication, HR, human resources, innovation, Institute of Internal Communication, integrity, internal communication, IOIC, M&A, manufacturing, merger and acquisition, motivation, on-boarding, people, performance improvement, pharmaceutical, productivity, recognition, research, retail, reward, Silke Brittain, strategic narrative, strategy, talent acquisition, trust, values, well-being,The change management teams set out to identify what they wanted their brand to stand for. They defined a series of unique branding propositions that would, ultimately, give them standout recognition.

They wanted to offer the Muslim world greater freedom of communication and choice; and they wanted to help rural communities and women, gain a voice. They wanted to change their world for the better.

In February 2013, they launched a new global brand Ooredoo from a standing start in a matter of weeks in Qatar, with the iconic footballer Lionel Messi introduced by the Chairman as the global brand ambassador. It was a stunning success, gaining market share within weeks. With a customer base of more than 95 million people in 17 countries, Ooredoo rapidly became a leading international brand.

Successful change management techniques

For a change management strategy to be successful, it must include the unique characteristics of the change, an action plan for implementing the strategy and highlight any potential risks which could emerge from the change.

Some of the questions you may need to answer when developing a change management plan include:

  • How big is the change?
  • Who will it affect and how many people will it affect?
  • What are you changing and what are the proposed timeframes?
  • How did you implement change previously?
  • How will you communicate the change?
  • What are the potential risks of the change and how can you manage those risks?

Implementing a big change within a company can have dire consequences on the company if not communicated efficiently and coherently. Below are key areas to focus on that can fundamentally shape and deliver your change management strategy:

Purpose of change

Outline why change is necessary and the impact it can have on the whole company. Consider what the change is, the purpose of the change and identifying the pros and cons of the change. This will create key objectives for the change which can then be fed into the overall change management strategy.

Historical approaches

This is a great opportunity to find out how the company has managed change in the past; looking at strengths and weaknesses of the delivery and how it can be improved in this latest change.  Don’t forget to consider your audience and the communication channels through which you’ll share the change in all aspects of the strategic plans.

Audience impact

The focus for all change management strategies is how to deliver the plan to the required audiences. Consider who the change will affect and how you can communicate the change to them, their peers and their leaders to ensure a smooth execution of the change.  The key is to integrate honesty and transparency through all communication platforms every step of the way.

Support team

Ascertaining a change management team will help determine who can deliver the change; who will support the deliverer and who has overarching responsibility for implementing change. Assign specific roles to team members in order to give your change management plan a clear focus and directive.

Once you have defined your change management team, the objectives of the change and techniques which could be used to implement change; you are almost ready to formulate a strategic focused plan.

Have your say and tweet us @ClearVoiceComms

At ClearVoice™, we are experts in delivering employee communications and engagement solutions. We inspire and motivate your workforce to increase your company’s productivity and profits. For more information on how to develop and integrate a successful change management plan, call or email us today and let us show you how engagement can boost your organisation.

Culture change: the role of HR

Why you need HR to drive culture change

Culture is significantly affecting how companies operate internally and externally, how they innovate and service their customers. According to Deloitte’s latest report issued at the end of last year, “82 percent of global CEO’s and HR leaders believe that culture has a potential competitive advantage, with only 19 percent believing they have the right culture.”

Unfortunately, many companies face the challenge of how to measure, monitor and manage culture change. Equally important, they do not understand ‘who’ should be interjecting those changes within the workforce.

So, who is responsible for culture change and what significance can it have on a company?

Driving culture change in the workplace

Positive implementation of culture change is the responsibility of senior leaders and the collaboration of HR departments. Senior leaders set the tone for culture through every plan, decision and action executed. They become the drivers for policies, procedures, incentives and strategy implementations. They also help HR teams to integrate and inject change from the top right down to every employee.

Senior leaders communicate culture change with those who communicate in a language employees understand.

Collaboration and communication is vital for positive culture change

It is this transparent and collective methodology which has revolutionised how employees behave and perform in companies like Twitter and Google.

Twitter clearly communicates company goals and overall objectives to its employees. As a result, they have motivated employees who enjoy the team-orientated environment and incentives. From free meals at their head office to free yoga classes and unlimited holidays for some; Twitter employees have their fair share to tweet about!

case study, change management, ClearVoice, communication strategy, communication, company culture, customer journey, digital engagement, digital evolution, digital maturity, digital strategy, employee advocate, employee communication, employee engagement, employee experience, employee journey mapping, employee journey, employee retention, employee value proposition, employee voice, employer brand, Engage for Success, engaging managers, EVP, financial services, focus groups, four pillars, healthcare, HR communication, HR, human resources, innovation, Institute of Internal Communication, integrity, internal communication, IOIC, M&A, manufacturing, merger and acquisition, motivation, on-boarding, people, performance improvement, pharmaceutical, productivity, recognition, research, retail, reward, Silke Brittain, strategic narrative, strategy, talent acquisition, trust, values, well-being,Google also has a unified culture which accommodates expanding workforces including employee trips, parties, financial bonuses and health-inspired activities. They put employees first and integrate a culture which is performance and employee-led.

In both companies, employees love working with their colleagues, enjoy being part of an organisation in the knowledge that what they do matters; and there is a collaborative  feeling and understanding that everyone stays until the work is done.

But how do HR teams affect culture change?

HR teams are key players when creating and delivering culture change. An inspiring and engaging culture requires constant attention from senior leaders. However, it is HR who have the power to shape, influence and communicate culture changes to employees.

Fundamentally, HR departments are the backbone which unites all staff, particularly in larger workforces. With their finger firmly on the pulse when it comes to employee perceptions, HR departments not only help create change but can help leaders deliver change effectively and strategically. They are the vital component in delivering employee feedback which can have an underlining effect on what culture changes are needed in the company.

Most importantly, HR departments are a constant and gentle reminder that the company needs culture change. It is their drive and determination which helps senior leaders successfully implement and integrate change into the workforce.

Have your say and tweet us @ClearVoiceComms

At ClearVoice™, we are experts in delivering employee communications and engagement solutions. We inspire and motivate your workforce to increase your company’s productivity and profits. For more information on how to integrate culture change within your workforce, call or email us today and let us show you how engagement can boost your organisation.

Mergers and Acquisitions (M&As)

How change management is essential during an M&A

Managing change during a Merger and Acquisition (M&A) can be incredibly stressful and go catastrophically wrong if senior leaders, or even staff alone, are not ready for the change.

Often, companies treat the change as a separate entity or stand-alone activity. This can have a devastating effect on how the collective workforce approaches, views or deals with a merger.

M&A’s need collaboration from all sides

Although change management has a hierarchical directive, collaboration and communication with senior leaders is key in its creation and implementation. By providing opportunity to feedback and contribute to change because of a recent M&A can create a more unified and embracing culture which will entice rather than scare employees through the overwhelming, often, daunting process.

case study, change management, ClearVoice, communication strategy, communication, company culture, customer journey, digital engagement, digital evolution, digital maturity, digital strategy, employee advocate, employee communication, employee engagement, employee experience, employee journey mapping, employee journey, employee retention, employee value proposition, employee voice, employer brand, Engage for Success, engaging managers, EVP, financial services, focus groups, four pillars, healthcare, HR communication, HR, human resources, innovation, Institute of Internal Communication, integrity, internal communication, IOIC, M&A, manufacturing, merger and acquisition, motivation, on-boarding, people, performance improvement, pharmaceutical, productivity, recognition, research, retail, reward, Silke Brittain, strategic narrative, strategy, talent acquisition, trust, values, well-being,Academics and acquisition key opinion leaders, such as Birkinshaw, Bresman and Hakanson, proposed two distinct processes when merging companies looking at how they equally foster value creation. In their leading report, they believed that two sub-processes need to work together for acquisitions to succeed; ‘task integration’ (capability and resource sharing) and ‘human integration’ (employee satisfaction). Consequently, they found that without one or the other, an acquisition is set to fail from the start.

Communicate from the onset through all M&As

Change management only works effectively when processes and communication are enforced at the start of a significant change. During M&As, leaders face many challenges including cultural and stress management, redundancies, HR restructuring, resistance to change and job insecurities. As a result, change management implications need to be considered from the onset before negotiations are finalised.

Below is a collection of articles which focus on the good, the bad and the ugly of M&A’s; looking at what went wrong and what key leaders did, to successfully merge two iconic brands.  From the phenomenally successful merger of Disney and Pixar to the almost, disastrous merger of Yahoo and Facebook; check our favourite accounts of some well-known brands:

Offering a great synopsis; this site gives a collection of mergers which have succeeded or failed miserably when embarking on a company merger:

http://www.rasmussen.edu/degrees/business/blog/best-and-worst-corporate-mergers/

A great article listing some of the worst mergers that have happened in the last couple of years; including legendary Apple and LaLa, Facebook and Instagram:

http://www.zdnet.com/article/worst-tech-mergers-acquisitions-cisco-linksys-apple/

The following website provides thought-provoking video snippets of corporate mergers that have gone wrong:

https://www.phactual.com/9-corporate-mergers-gone-wrong/

An M&A is one of the largest changes companies can undergo and often, staff are susceptible to the greatest of disruptions. The key to success? Communication and collaboration from day one: giving you the power to excel through even the most trying times!

Have your say and tweet us @ClearVoiceComms

At ClearVoice™, we are experts in delivering employee communications and engagement solutions. We inspire and motivate your workforce to increase your company’s productivity and profits. For more information on how we can help with change management when going through an M&A, call or email us today and let us show you how engagement can boost your organisation.

Digital evolution: how to stay current

What digital evolution means for companies today

Technology has dramatically changed how people communicate, connect and perform personally as well as professionally.

From the introduction and evolution of social media channels, mobile apps, real-time platforms and intranet systems; companies are rapidly changing how they use, perform and operate in the digital hemisphere.

With an influx of real-time technology, customer and employee behaviour and expectations are becoming more demanding. Subsequently, resulting in bigger and bolder investments from companies into resources which can keep up with the increasing demands.

Industry experts believe this is an era ‘where technology and society are evolving faster than businesses can naturally adapt’. They advise that these changes are setting ‘the stage for a new era of leadership’; charging behind a mantra of ‘adapt or die.’

A digital maturity…

According to Capgemini’s 2012 report, companies who are steaming ahead of the digital evolution, have developed a digital maturity – a combination of digital investment and leadership capabilities to drive digital transformation in the workplace.

But how is this digital transformation affecting employee engagement and is there benefit to the change?

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The change in digital expectations has led to a more collaborative and open working environment. This affects how and what employees look for in a company.  As well as job stability and career prospects; employees are now searching for companies they feel comfortable, sharing information and ideas with. They want open and honest communication from senior leaders.

According to the Employee Confidence Index, companies who are using internal social media tools have effectively engaged 83.6% of their staff.  Social media platforms not only communicate an open and collaborative culture externally but have developed into ‘relationship networks’; helping companies to connect online to share information and ideas internally and externally.  Thus resulting in more engaged audiences!

Travelex, is one company who has embraced the digital transformation and has successfully transformed itself into a digital organisation. With over 8000 employees, the world’s largest specialist provider of foreign exchange wanted to migrate the company’s communication platforms into the social realms of technology.

Invest and thrive through digital evolution

Recognising the shift in behavioural demands, Travelex introduced a social media strategy which would meet and exceed expectations.  Equally important as the objectives was the investment needed to successfully execute and deliver the strategy internally and externally. Sabrina Rodriguez, Global Head of Social Media for Travelex advised:

Social is not free, this is a myth. It is absolutely a paid channel and needs investment, a robust strategy, management, infrastructure and a sufficient operating model.

Without investment from the business, and by relying purely on organic growth, communities can take years, not months, to grow. That’s an expectation that we absolutely need to set.

Digital transformation has radically changed how we communicate, listen and respond to internal and external audiences. When done effectively and collaboratively it improves, strengthens and empowers overall engagement.  A communication transformation!  What does digital evolution mean for you, your employees and your customers?

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At ClearVoice, we are experts in delivering employee communications and engagement solutions. We inspire and motivate your workforce to increase your company’s productivity and profits. For more information on developing digital and social strategies, call or email us today and let us show you how engagement can boost your organisation.