The importance of an employee voice

Invaluable employee voice

The term employee voice defines an opportunity given to staff, inviting, listening and involving them in company decision-making.  It offers staff a platform to contribute openly and transparently on what they see is important within the company.

Employee Engagement experts, Engage for Success, say ‘employee voice exists where the organisation has put mechanisms in place to enable it to have an ongoing conversation with its staff, in different ways, to ensure every voice is heard’.

Whereas CIPD research found that a quarter of practitioners said that the principle ‘people should be able to influence the decisions that affect them’ is one that they never apply in their decision-making, or they merely see it as a ‘nice to have’.

But how important is the employee voice and why should organisations be empowering staff instead of silencing them?

Key advantages of an employee voice

Giving employees a voice can create a catalogue of advantages, from increased productivity to a more engaged working environment.  Explore the top five reasons for why giving employees a chance to speak up can benefit your company:

Awareness:  Employees give you all-encompassing perspectives of the entire company with first-hand accounts of productivity and operational processes. They could unveil challenges and company weaknesses.

Investment: Giving employees a platform to share their views and opinions can increase employee engagement and productivity.

Problem-solving: It can open up solutions to business issues that may not have been considered and encourages effective decision-making.

Innovation: Engaged employees may have more innovative ideas that can help steer your company in a different direction.

Performance:  Better engaged employees who can see that their voice is being heard and integrated into decision-making will perform better in their role.  Motivated by the effects their opinion has on processes, it can save companies money in the long-term.

As the Involvement and Participation Agency (IPA) and Tomorrow’s Company’s report ‘Releasing Voice for Sustainable Business Success’ aptly states:

‘without active, confident and vocal employees, companies and organisations will not be able to achieve sustainable business success’.

Have your say and tweet us @ClearVoiceComms

At ClearVoice™, we are experts in delivering employee communication and engagement solutions. We inspire and motivate your workforce to increase your company’s productivity and profits. For more information or help with giving your employees a voice, call or email us today and let us show you how engagement can boost your company.

Reward and Recognition Programs

The importance of a Reward & Recognition program

A Reward and Recognition program can have significant impact on overall employee engagement in an organisation. From boosting morale to lowering staff turnover, reward and recognition programs offer companies a motivational tool that can be beneficial to the employer as well as the employee.

The three top tips for building a Reward & Recognition program

An effective employee recognition scheme should be relevant, fair and transparent for all employees to be motivated. Clear criteria outlining the purpose, audience, channel and measures will help employers manage and deliver the program easily and sustainably.  The key areas to include in any program criteria include:

  • Purpose: Having clear objectives for the introduction of the program will help shape the overall process. Are you trying to boost performance, drive employee retention or reinforce expected behaviours? These questions will help create a program that is bespoke to your objectives and you can easily measure.
  • Power: The most effective Reward and Recognition programs are ones which are peer led. Involve staff in championing the program; ascertain how they will communicate, measure and select winning candidates; and consider the overall perception and subsequent motivation of the workforce in this process.
  • Process: The Reward and Recognition program must have clear criteria. It should outline how the employee’s behaviours or actions will be recognised, by whom and who is eligible to receive this award. This will ensure the program is relevant and help motivate staff to perform accordingly.

Benefits of a Reward and Recognition program

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Reward and recognition programs are not just beneficial to an employer but also to the employee.  It provides a unified acknowledgement of performance and adoption of the company’s culture and ways of working.

A culture of recognition is one of the most important factors in creating a positive work environment. A simple ‘thank you’ from a manager goes a long way and confirms the meaningfulness of the work an employee has completed and been recognised for.

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 or help with developing a reward & recognition program, call or email us today and let us show you how a simple ‘thank you’ can boost your organisation.

Guest blog: Engage and stop chasing demographic unicorns

Engage with diverse workforces

Are you stressed about trying to engage your diverse workforce? Going crazy trying to engage millennials in your office?

You’re probably overwhelmed by articles and blog posts telling you how to communicate with your workforce by age, ethnicity and gender. Frankly, it’s unworkable.

The fact is people are complex and the psychological underpinnings that lead employees to engage with a firm morph with both time and situations. Engagement is daunting. That’s why you need a different model – a new way of thinking about engaging your diverse workforce.

Stop chasing demographic unicorns.

The 4 Drive Model

The 4 Drive Model (originally created by Lawrence & Nohria) is a comprehensive framework for understanding employee motivation at its root. The 4-Drive Model satisfies a wide variety of engagement issues with a single approach. This way, you can engage your 26-year-old white female as easily as the 45-year-old Asian male.

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#1: Acquire & Achieve. The first set reflects our drives to acquire things, status, experiences, rewards, etc. and is a common foundation for all engagement plans. Intuitively, you can peg millennials with their drive to acquire and achieve, but hold your horses. They’re not the only ones. We live in a consumer-driven world. Your millennials and your 50-something coworkers received Apple watches for holiday gifts (maybe even from themselves).

Kurt Nelson, PhD, President of The Lantern Group, applies a version of the 4 Drive Model to engagement strategies. He noted recently that “The standard ‘pay them more and get more performance’ mantra doesn’t work anymore. A written letter of appreciation can generate more engagement than a big check.”

#2: Bond & Belong. We have a drive to create positive relationships and engage with others to fit in as social beings. In this way, we are satisfying our desire to bond and belong. This drive transcends age, gender and ethnicity and has more to do with what’s happening in the careers of your employees and changes in their environment. In every new setting, the subconscious mind demands satisfaction to bond and belong, to fit in and for the tribe to recognise achievements.

The modern workforce exists not so much as individual contributors but as dynamic participants in a web of teams. As Nelson noted, “Successful leaders look for opportunities for their people to interact and form social connections.”

#3: Create & Challenge. These drives are about our need to create, improve, master, learn and overcome challenges. People commonly overlook this when considering what engages employees. An assignment with tremendous challenges can contain more motivational power than an average assignment with a big bonus. As historian Jacob Bronowski said, ‘We delight in our own creativity,’ so give an employee something to create and watch them run.

That said, it’s more than just having a challenge in a job. It’s also about expanding the cognitive abilities that allow us to succeed. “To maximize performance,” said Nelson, “make sure that there are regular opportunities or even requirements to engage employees in learning.”

#4: Define & Defend. Defining our purpose and defending our status, ideas and relationships. How we identify ourselves has immense motivational power. While saving-face is one such reactive aspect, the proactive side is staking a claim and enabling employees to raise a flag on their own battlements. These drives serve those who have clear visions of their purpose and goals in the organization.

“Employees will fight long and hard for a company that they believe in and one that has their back,” says Nelson.  This is truly the ultimate gift an employee can give a company when their environment supports it “but the moment they sense deceit or feel belittled, those same employees can turn into your biggest liability.”

Applying The 4 Drive Model

Dr. Nelson recently leveraged the 4 Drive Model with a global pharmaceutical firm in revamping their sales incentive trips. Historically, the firm offered lavish trips for top performing employees to exotic destinations as recognition of their successes. However, the company wanted to dial down the public perception of the trips and at the same time maintain high levels of motivation among the sales reps. The result, after private interviews, team brainstorms and input from senior leaders, a menu of trips was created to allow teams to choose (bond & belong) among learning-centric trips (create & challenge) with senior leaders (acquire & achieve) that were relevant to their team’s success (define & defend).

One Isn’t Enough

Nelson noted that “an improvement in each of these drives impacts organizational performance independently” which is important for any firm. Satisfying all 4 drives simultaneously initiates “an exponential increase in performance”. By comparison, firms see a 3%-6% performance increase for satisfying any individual drive versus a 36% performance increase when all four drives are satisfied.

Chasing demographics is akin to chasing unicorns in a magical forest.  By focusing on the 4 Drives, it allows you to develop programs that address your entire audience looking at where they are at.

Tim Houlihan applies the behavioral sciences to workplace engagement and consumer behavior to corporations around the world.

Have your say and tweet us @ClearVoiceComms

Many thanks to Tim, Chief Behavioral Strategist, at BehaviorAlchemy for his time and insight into engaging audiences. 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 with diverse workforces, call or email us today and let us show you how engagement can boost your organisation.

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:

The top 3 digital trends

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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

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.

 

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.

The value of internal communication apps

Are internal communication apps the answer?

As audiences become more digitally focused, demand for communication activity is bigger than ever.  Internal communication managers are constantly finding new channels to better engage and motivate employees that can be measured effectively.

From electronic newsletters to emails and messenger forums, communication gaps or missing information can render these platforms unreliable but are internal communication apps the solution?  And are they the key for an integrated communications strategy?

Internal communication app – talking stats

With 88% of workers owning mobile devices in the UK, and 55% of mobile users looking at their phone within minutes of waking, companies are fast recognising the value of communicating with staff via app technology and in real time.

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  • 73% of adults accessed the internet “on the go” using a mobile phone or smartphone, more than double the 2011 rate of 36%.
  • Statcounter, a research company that tracks internet use across 2.5m websites, said 51.3% of pages were loaded on mobile devices last year, the first time they have surpassed desktop and laptop computers.
  • More Google searches take place on mobile devices than on computers in 10 countries including the US and Japan.

Internal communication apps allow managers to create, publish and monitor interactive content directly to employee’s personal devices without time restrictions.  This gives employers the opportunity to update employees on important company changes as and when they happen.  It also provides capacity to share information that is job specific; improve overall engagement, and develop communication strategies through measurable activity.

Adding value to communication strategies

The main objective for an internal communication strategy is to foster and develop relationships between employees, their peers and employers.  Gaining opportunity to work towards a unified goal.  Internal communication apps bridge gaps by allowing teams to communicate and liaise through a medium that is preferential.

Integrating apps into communications strategies can help solidify and establish a measurable platform that is engaging and accessible.

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 an internal communication app, 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:

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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.

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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 how to integrate culture change within your workforce, call or email us today and let us show you how engagement can boost your organisation.