Professional Documents
Culture Documents
If we precede any communications exercise by answering the few key questions listed on
this first page, we will all be better placed to meet our objectives effectively.
The writer Rudyard Kipling famously described the questions as his “six honest serving
men”. They can be ours too.
He wrote:
3. What are the key messages we need to be understood? (Use the serving men).
The more detailed guidelines that follow have been drawn from the CORA
Communications Toolkit available on Interact and supplemented with some external
advice on delivering effective communications.
The materials in this toolkit should act as a resource as we try to provide an opportunity
for people to hear about and discuss our vision, strategy and transformation plans –
including the reasons for change and the proposals for implementation.
Operations
Planning
• To what degree does the audience know and understand the issue?
• What new attitudes, perceptions and behaviours will the audience need to adopt to be
and feel successful?
• For the audience, are there any specific factors that you need to be aware of?
(i.e. levels of cynicism, shift work, cultural differences)
When? – Timing
Operations
How? – Methods
Where? – Venue
• Familiarise yourself with each message so you can restate it, unaided, in your own
words. Ideally you should have only 3-5 key messages to deliver.
• Bring messages to life by discussing why the information is important to you and
sharing examples or experiences.
• Avoid repeating jargon or vague, ambiguous language. Find a way to state the
message simply or don’t say it at all.
• Focus on the aspects of the message which address employees’ interests or concerns,
based on your knowledge of what occupies their minds.
Q&A/FAQs
• Separate Q&A documents may be produced along with ways to address more specific
issues.
Operations
Feedback
Companies must recognise, reward and reinforce the motivation of people, or risk a loss
of involvement and interest in the process of implementing change.
While changes require a clear strategic vision, change leaders need to cultivate that in the
behaviour of their employees. According to some experts, behaviour which is inconsistent
with change objectives can become a major obstacle to company growth.
Change leaders can utilise a variety of tactics to encourage behavioural change, some
examples of these are listed below:
• Identify change resisters through careful performance monitoring and try to overcome
their resistance
Operations
• Facilitate behavioural change by aligning compensation systems with the strategic
vision: employees should be held accountable for helping the organisation achieve the
objectives of its change effort. Ideally, senior management will articulate the key role
of employees in the change’s success or failure early in the change process. Specific
performance objectives of the change effort should be tied to employee reward
• Prepare - Show me the big picture - What will success look like? What will be
expected of me?
• Motivate - Highlight what's in it for me, how will things be different? What will be the
impact on my role and responsibilities?
• Enable - Train me, build my confidence, provide tools and resources, support and help
It is often useful to remind change teams that people attend far more to the way in which
you communicate than to the words themselves.
• Why is the change needed? Why is it needed in this way, time and place?
• How will the company know if this change has been successful?
• When will key changes occur and when will messages be communicated?
Operations
It is important to spend time upfront trying to anticipate important questions and
concerns that are likely to be raised, so that you can be ready to give people the answers
and information they need.
Principles
• Communicate clearly, frequently and consistently: be as open as you can and tell the
truth: communicate clearly and honestly with employees throughout the change
process, demonstrate continuous appreciation for each individual. Equally, look for
opportunities to reinforce, giving the same message consistently and often.
• Communicate business necessity - build a powerful and compelling case: individuals must
understand why an organisation is facing a period of change and they must buy into
their company’s change management efforts. Communicate the 'people' implications
of upcoming organisational change, including what the changes will mean for
employees’ positions within the company and how they will be taken care of should a
significant change occur.
• Communicate personally: employees must be told how the change will affect them
personally. Individual concerns should be addressed. Senior and middle management
must be trained to ensure they have the skills to provide essential information to
employees in an effective and timely manner.
• Use plain and simple language: see “Top tips for good writing” in this toolkit.
Operations
• Focus on the benefits of change: ie what’s in it for me (and for the business)?
• Build in a feedback loop: despite your best efforts, the message you intend to transmit
may not always be the one that is picked up by the recipient. It's crucial in change to
ensure that you put in place a mechanism to check what the audience have heard and
if they have any questions or require further clarification. This can be done for example
by encouraging people to ask questions, formal Q&A sessions or a simple feedback
questionnaire. The examples of questions you may want them to answer are:
• How satisfied are you with the extent and clarity of the information you have
received about the change?
• How clearly do you see how you will fit into the change?
• How much of an opportunity do you see the change presenting for you?
• How much support do you feel you have received to cope with the change?
Key Messages
A 2003 Prosci study into best practices in change management, which investigated
51 companies, found that the most important messages to deliver to impacted
employees were:
• The basics of what is changing, how it will change and when it will change
• The impact of the change on the day to day activities of the employee and their job
security. What's in it for me? What specific behaviours and activities are expected
from me?
Operations
Channels – guide to strengths and weaknesses
This tool will help you identify the most appropriate communication channels for key
messages and audiences. Specifically it will help you to answer the questions:
• Which channels are most appropriate for the type of messages I am sending (are my
messages sensitive, complex, urgent etc)?
• Which channels are most appropriate for the level of engagement (intensity of impact)
I want with my audience?
FACE TO FACE
(group meetings; one on one meetings; team briefings; conferences; presentations; speeches;
roadshows; workshops; seminars)
Strengths Weaknesses
• Attracts attention – an `event’ • May only reach a small proportion of
each target audience
• Potential for high emotional impact
and engagement • Risk of confrontation or disruption by
opposing groups
• Potential for high retention of impact
messages (research tells us we retain • Audience has no permanent record of
50 per cent of what we see and hear; what has been said, so not good for
70 per cent of what we discuss; 80 retention of detailed or complex
per cent of what we experience…) messages
• Brings issues to life • Potentially costly for large events
• Opportunities for two-way • Time consuming for the audience in
communication, for example terms of attending and travelling to
questions and answers the event
Operations
PRINT
(magazines; newsletters; manuals; guides; handouts; brochures; reports; posters; briefing packs)
Strengths Weaknesses
• Can be cost-effective for large print • Can be expensive for small print runs
runs
• Low potential for engagement
• Can be targeted to individuals, for
• Low retention levels (we retain only
example through direct mail
10% of what we read)
• Can convey more detailed or complex
• Risk of misinterpretation because the
messages
audience cannot ask questions
• Can use diagrams, photos and immediately
pictures to build understanding and
• Long production lead time
create interest
• Is a popular medium so will compete
with many other similar print pieces
MULTIMEDIA
(intranet; website; video; online conference; CD/DVD; email; telephone/SMS/voicemail)
Strengths Weaknesses
• Can be fast, immediate and targeted, • Mass e-communication , e.g. email,
for example email and SMS can be perceived as impersonal
• Can bring together the strengths of • Can be seen as intrusive, for example
different media, for example using unwelcome phone calls or email
CDs to capture the big emotional `spam’
messages on video, while giving the
• Websites are expensive to set up and
detail in documents
maintenance is resource intensive
• Web and Interact sites can be quick
• Relies on the target audiences having
and easy to update
the right equipment, e.g. a computer
• Are not affected by the costs and time to visit a website
delays involved in the physical delivery
• Video can be very expensive to
of a message whether sending print or
produce, edit and distribute
organising an event
Operations