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Strategic Employee Communications
Solutions that Influence Behaviors and Attitudes
Mary Foster, director of corporate internal communications at Motorola, on influencing employee attitudes and behaviors
Mary is charged with communicating to employees the importance of their role in Motorola's business and enhancing the brand. She continuously seeks to engage them in a dialogue surrounding the "intelligence is everywhere" philosophy. Before launching an internal marketing initiative, Mary endeavors to gain a better perspective of employee understanding of the company's fundamental business practices. Results of internal research show that while most employees are smart about the business, many don't realize their role in driving that model forward.
They also desire information. "Once we realized that our employees were hungry for information about the 'big picture,' we had to answer the call and let them know we were listening," she explains.
Business IQ events were then initiated to help employees understand:
- Motorola's performance, strategy and key business issues
- Motorola's leadership team and its goals
- Their role in influencing company performance
- How customers view the company
- Critical areas that impact bottom line
- Major customers
The success of the program spawned a larger initiative to help raise employees' MOTOIQs. Motorola now distributes more information internally, including a weekly newsletter informing employees about external, competitor, customer and marketplace information as well as traditional internal communications. The company's intranet centralizes this information and offers users a chance to customize what information they receive. Feedback from employees has demonstrated enthusiasm around the MOTO movement.
Along with the dissemination of information, Motorola also wants employees to know they personify the brand regardless of department or position. The office environment was altered to convey a positive energy and celebrate ideas. Results of the MOTO program have shown increased interaction between employees and management. In addition, employee bonuses tied to customer satisfaction, revenue growth and individual performance have increased since the program's inception.
Gary Stromberg, president and chief executive officer at Ketchum's Stromberg Consulting, on giving new meaning to your communications
The president and chief executive officer of Ketchum's Stromberg Consulting demonstrates how brands possess opportunities to draw and sustain customers, quicken the pace of business expansion, provide access to investment capital and align organization and employees.
Research shows that internal branding is among the most important components in building enduring brands. Gary encourages companies to utilize internal communications to help engage the entire organization to living those brands. "There is a direct link between brands and employees. Brands create expectations which employees then must manage and achieve," he contends. "It's the responsibility of the organization to encourage employees to deliver that brand promise and gain their commitment."
For this to occur, Gary offers methods to begin the process of internal brand communications. An informed assessment is necessary and requires posing relevant questions that will determine whether employees are motivated enough to make the brand come to life and if the organization is capable of delivering the brand promise.
Once these questions are asked and gaps identified, create brand ambassadors within the organization, build a story-management database, establish a brand influencer program and identify members to serve on a cross-functional task force. These tactics ultimately will help build awareness, promote understanding and generate commitment from employees to live the brand each day.
Craig Dreilinger, president of The Drieford Group, on developing a cross-functional communication strategy
The president of The Drieford Group says companies that possess a motivated workforce consistently demonstrate greater results from their employees than organizations that employ lackluster personnel. Effective internal communications will enhance motivation and, ultimately, spark a change in performance among workers.
Craig offers a simple definition of good internal communication: If it changes behavior, it's good communication. He argues that the typical standards for evaluating communication, including improving morale, keeping employees informed, building company identification, are incorrect. They merely cover up the truth, which is that communication isn't working because it isn't changing behavior.
"Motivating employees involves communicating directly to supervisors, using face-to-face communication and communicating the impact the message will have on employees in their local work areas," he explains.
He outlines the critical practices that must be executed to communicate effectively and, ultimately, motivate your workforce. They include:
- Sell the benefits of the change and make them personally relevant
- Anticipate unintended consequences and adverse social impact, perceived or real
- Address relevant history
- Manage participation with intent
- Provide information — tell what you know and what you don't
- Recognize you are the sponsor and behave in ways that engender trust
Along with these practices, those delivering the message must demonstrate that not only do they understand the change being communicated but they support it as well.