SlideShare una empresa de Scribd logo
1 de 11
Descargar para leer sin conexión
Australia’s
Commsoscopy
Are we doing enough? An exploratory
examination into the effectiveness
of communicating the employment
‘deal’ to Australians.

April 2011




                                      COMMSOSCOPY   1
About the survey                                                                Contents
This is Impact’s second study of the internal
communication landscape in Australia. This probing
research was carried out by Australian Research Unit
and commissioned by Impact Employee Communications,                             Under the microscope – Findings                                                4
an Ogilvy PR Worldwide Company.
The survey focused on senior leadership’s perceptions                           Heart to heart: Is the EVP in ICU or recovery? – Executive summary             5
of internal communication, the Employee Value
Proposition, and the social media and communication                             Open wide: This will make you better – Culture and values                      7
capabilities within Australian organisations. Phone
interviews were conducted with 100 C-level executives                           We’re here to help: Taking the pain away – Communication support               8
– excluding those solely with HR and/or communications
responsibility. It included executives from organisations                       On the improve: But help still needed – Communication skills                  11
with 100+ full time employees through to large
organisations with 1000+ employees. 86% of                                      Prognosis positive: Getting better but not fully fit – A strategic approach   14
companies interviewed were Australian-owned.
                                                                                Going social: Some stay in the waiting room – Opportunities to explore        15
Impact thanks all those who participated in this study.
                                                                                Conclusion                                                                    17

                                                                                About Impact Employee Communications                                          18

                                                                                References                                                                    19




2   COMMSOSCOPY                                             WWW.IMPACT.COM.AU                                                                                  COMMSOSCOPY   3
Under the microscope                                                                                            Heart to heart: Executive summary
Our consultation exposed eight key insights.                                                                    Is the EVP in ICU or recovery?
                                                                                                                In 2009 we investigated the business value of investing time and resources into communicating effectively

     1
             The employment ‘deal’ is being communicated but there are some big gaps
             in the way it is being done – the main attributes still need more continuous                       to employees. From that research [The Inside Story: How Australian Organisations are Managing Employee
             communication and reinforcement by leadership                                                      Communication During the Downturn – July 2009] we concluded organisations were getting smarter at utilising
                                                                                                                internal communication to enable achievement of business goals. In essence, the foundations were in place.




    2
             HR support for leaders to demonstrate and communicate the benefits                                 EVP: What is it?                                        The relationship is changing
             of the organisation doesn’t yet go far enough. More support for
                                                                                                                This time we’ve taken our investigation further, to     A global trend in the last 18 months has focused on the
             communicating the ‘what’ and the ‘how’ is needed
                                                                                                                understand what is happening to the Employee Value      relationship between employer and employee – what’s
                                                                                                                Proposition (EVP) – how well it’s being communicated,   the employment deal, what can I expect as an employee
                                                                                                                how HR enables leaders to demonstrate it, what          and what’s important to the company? We are moving

    3        Communicating business strategy and performance
             needs more attention
                                                                                                                attributes attract employees to a company and what
                                                                                                                keeps them there.
                                                                                                                                                                        further away from economically rough times and the
                                                                                                                                                                        terrain has changed; both employees and employers are
                                                                                                                                                                        looking for different relationships, different ways of
                                                                                                                Closely related to the concept of employer branding,
                                                                                                                                                                        working and different results. The employment deal is
                                                                                                                EVP is used by HR & Talent Management to attract,
                                                                                                                                                                        changing so we question what this means for leaders,

    4        Not enough is being done to upskill middle and front-line                                          engage and retain quality employees.
                                                                                                                                                                        HR and communicators.
             Managers in being effective communicators
                                                                                                                                                                        Watson Wyatt1 states, “Companies that are highly
                                                                                                                 Employee Value Proposition                             effective communicators have the courage to talk about
             Research suggests organisations using social                                                        The attributes and benefits of an organisation that    what employees want to hear, and they redefine the


    5        media internally are perceived by employees as                                                      create the employment deal. The tangible and           employment deal”. Our research therefore looks at the
             having more effective communication of their                                                        intangible things that link what you can expect        relationship between the employer, the employee, HR
             EVP than those that don’t                                                                           and what’s expected of you as an employee.             support, leadership skills and communication. It gives
                                                                                                                                                                        insights into the things that Australian companies are
                                                                                                                                                                        doing to demonstrate THE DEAL. It identifies where the

    6        There is still some resistance to social media
             use externally by organisations
                                                                                                                There has been much research into employee
                                                                                                                perspectives of the EVP. Our study complements
                                                                                                                the discussion by investigating the perceptions of
                                                                                                                                                                        gaps are and opportunities for improvement.
                                                                                                                                                                        We know that for different people and organisations, the
                                                                                                                                                                        EVP means different things and for many it’s not common
                                                                                                                the EVP amongst the leadership community within
                                                                                                                                                                        language – only 35% of our survey respondents were
                                                                                                                Australian organisations.

    7
                                                                                                                                                                        familiar with the term. In this research we’ve identified a
             Organisations that use social media
             internally are backing their investment                                                                                                                    number of attributes and benefits that commonly
                                                                                                                                                                        determine an employee’s attraction and commitment
                                                                                                                                                                        to an organisation. Watson Wyatt summarise the EVP
                                                                                                                                                                        as, “including pay and benefit programs, professional


    8
             Communication disciplines are becoming                                                                                                                     development opportunities and work environment”.
             stronger but more needs to be done
             around aligning messages with vision,
             values and strategy




4   COMMSOSCOPY                                                                             WWW.IMPACT.COM.AU                                                                                                   COMMSOSCOPY      5
Open wide:
Trends                                                     incongruously they were ranked 7 and 8 out of 10 by
                                                           leaders when the attributes are listed by importance (See
Our 2009 survey concluded that robust planning,
                                                           table 2 on page 7). This raises questions for organisations
process and leadership ownership of communication
                                                           – is effort going in to demonstrating and communicating
would be critical for employee engagement in the years
ahead. Given the increasing importance of reminding
                                                           those attributes that really differentiate? Or have the areas   This will make you better.
                                                           of importance shifted, thus indicating the need to alter the
employees what they’re getting back, we take a look
                                                           emphasis for communication and action?                          When asked which attributes and benefits were perceived to be most important to employees, there was
at EVP through the eyes of leaders in Australia.                                                                           a high level of consistency from the leaders in our survey: organisation culture and values, strength of
                                                           Finally, whilst internal social media use is still growing
The 2009 survey showed communicating vision and                                                                            leadership and organisational stability ranking the highest as the most important attributes.
                                                           in popularity in organisations, the research shows some
direction was the number one priority for 2009 and         differences in the way companies who use social media
2010. Given this and changes in the working                view themselves compared to others. They consider               Knowing this provides a useful guide to organisations        Of the three most important attributes only organisational
environment in the last few years, we could assume         themselves more effective in communicating and                  to prioritise actions.                                       stability is considered one of the three top things that
communicating strategy and business performance            demonstrating all the EVP attributes except                                                                                  organisations do communicate and demonstrate well.
                                                                                                                           In support, the Executive Monitor2 report states
(which contribute to organisational stability) will have   organisational stability. We are beginning to see some                                                                       This indicates a wide gap between the priority areas and
                                                                                                                           “A company’s culture and reputation is important to 21%
been a focus for businesses; yet table 1 below shows                                                                                                                                    how well they are being communicated and demonstrated.
                                                           differences in the cultures and communication                   of executives, and ranked higher than personal benefits
only 50% of leaders consider they are doing this well.     approaches for those companies that embrace social              like bonuses, perks and salary.” It appears executives,
This highlights the need to align and consistently         media internally.                                               like employees, also want to be associated with an
communicate strategy, direction and performance                                                                            organisation they can be proud of, rather than just focus      “Culture eats strategy for breakfast”
                                                           Overall the research results show there are some big gaps       on the rewards they individually receive from a company.
more effectively.
                                                           appearing. Demonstrating and communicating the                                                                                 Peter Drucker, popularised in 2006 by the Ford
Organisational reputation, training and development        employment deal is critical for businesses over the next        Watson Wyatt’s1 research shows only 58% of global              Motor Company.
are recognised as the attributes organisations are                                                                         businesses consider they effectively educate employees
                                                           few years and over 50% of those with responsibility for
                                                                                                                           about organisational culture and values here in Australia.
demonstrating and communicating well. However,             communicating it are admitting that it isn’t being done well.
                                                                                                                           Demonstrating and communicating culture and values
                                                                                                                           certainly seems to be an issue with 47% leaders
table 1                                                                                                                    considering that they do it well (see table 1 previous
                                                                                                                           page). As it is perceived to be the most important
                                                                                                                           attribute (see table 2), much more needs to be done
                                                                                                                           to develop it, demonstrate it and communicate it.


                                                                                                                           table 2




           WHAT
          IMPACT         We see organisations grappling with ways to communicate their business strategy
           SAYS          and some progress is certainly being made with this. Fewer organisations seem to
                         have a planned approach for communicating the employment deal, yet there are
                         some organisations taking a holistic approach to all aspects of the deal and creating
                         the employment story to improve relations between the organisation and the
                         employee. Doing this has a tangible impact on retention and engagement.




6   COMMSOSCOPY                                                                                    WWW.IMPACT.COM.AU                                                                                                           COMMSOSCOPY       7
We’re here to help:
                                                                                                                        But what about after the honeymoon period?                   Yet it’s apparent many of the mechanisms for
                                                                                                                                                                                     communicating the EVP focus on one-way
                                                                                                                        Three in four organisations (77%) use an employee
                                                                                                                                                                                     communication channels i.e. – where the employee is
                                                                                                                        intranet site to communicate aspects of EVP. Most
                                                                                                                                                                                     being given information. There is little evidence to
Taking the pain away.                                                                                                   organisations use a mix of HR tools to communicate
                                                                                                                        elements of the employment deal to their employees.
                                                                                                                                                                                     suggest leaders are being supported to demonstrate the
                                                                                                                                                                                     various attributes and benefits or to talk about the EVP or
Less than 50% of leaders believe they’re communicating the main aspects of the employment deal well.                                                                                 reinforce through regular communication. Whilst manager
Looking at this more closely highlights where support is being provided and some gaps that need filling.                table 3                                                      communication toolkits are being used by 56% of
                                                                                                                                                                                     organisations, only 2% view them as a valuable way that
                                                                                                                                                                                     HR can support them to communicate the EVP.
In general, leaders are positive about the support          Most organisations seem to use a range of HR tools to
                                                                                                                                                                                     Given we know effective communication is a conversation
HR provides to management to demonstrate and                communicate the EVP. Comments from leaders indicate
                                                                                                                                                                                     and dialogue driver, Australian organisations are definitely
communicate the organisations’ attributes and benefits.     job adverts and induction are generally seen as important
                                                                                                                                                                                     missing a trick.
78% consider support as being good overall for all levels   ways of getting across the employment deal. This focus
of management. However it is notable that support           on induction is relatively successful with 68% of leaders                                                                Other areas where our respondents think HR can add
concentrates more on executive than middle or front         believing their organisation communicates EVP effectively                                                                value to senior leaders to get across the employment
line managers/supervisors. Therefore we have an             to all new employees.                                                                                                    deal is to communicate the EVP more broadly using a
opportunity to improve support for managers to                                                                                                                                       range of tools, being involved in face-to-face meetings
communicate aspects of the EVP so that it reaches                                                                                                                                    with employees and having clear and transparent policies
all levels of the organisation.                               • 80% believe the CEO/executive receive good or                                                                        and processes that relate to the EVP.
Organisations that utilise social media to engage               excellent levels of HR support
employees have a more positive response to the level          • 69% believe middle management receive good
of HR support provided: 83% of them feel that front             or excellent levels of HR support
                                                                                                                        HR is definitely getting some of the fundamentals right
line supervisors receive good or excellent levels of
                                                              • 68% believe front-line managers receive good            in supporting leaders to demonstrate and communicate
HR support.
                                                                or excellent levels of HR support                       the employment deal. Much of the feedback refers to
                                                                                                                        support provided to deliver specific aspects of the EVP
                                                              This highlights that almost a third of managers/
                                                                                                                        e.g. communicating the essentials at induction or
                                                              leaders don’t believe they are receiving enough
                                                                                                                        creating a story for job adverts. Having these foundations
                                                              support to enable them to communicate effectively
                                                                                                                        in place is valued by leaders. Yet they are also asking HR
                                                                                                                        to provide more support so they can communicate and
                                                                                                                        demonstrate the priority attributes and benefits of the
                                                                                                                        organisation on an ongoing basis. This isn’t getting the
                                                                                                                        attention it needs.




                                                                                                                        “
                                                                                                                                  We are having to redefine what we mean by the Employee Value
                                                                                                                                  Proposition and how we communicate it. This means rethinking our



                                                                                                                                                                                                                                        ”
                                                                                                                                  leaders’ role in demonstrating and communicating it as well as
                                                                                                                                  defining how HR can best support it.
                                                                                                                                                     Angela Robertson: HR Director McCain Foods Australia and New Zealand




8   COMMSOSCOPY                                                                                 WWW.IMPACT.COM.AU                                                                                                            COMMSOSCOPY       9
WHAT
       IMPACT
        SAYS
                       HR and internal
                      communication teams need
                                                                           On the improve:
                     to work together to create a
                    strategy that shows all
                   employees what it means to be
                                                                           But help still needed.
                  part of the organisation. Whilst
 separate activities are an important part of                              Our 2009 research showed leadership communication skills development as the second highest priority
 communicating with employees at specific                                  for the year ahead. This year we’ve looked at what progress has been made, and how this impacts the
 moments, a more strategic and joined-up                                   connection of the EVP to employees.
 approach needs to be taken to communicating
 the employment deal and supporting leaders and
                                                                           Taking the premise that communicating the                  The results from last year showed that CEO and executive
 managers to demonstrate it.
                                                                           employment deal is increasingly relevant for               teams tended to be better communicators than middle
                                                                           organisational success, we have looked at the link         and front-line supervisors. This trend continues.
                                                                           between communication skill levels, HR support and
                                                                                                                                      65% of respondents rated their CEO and executive
                                                                           how effectively the EVP is being communicated across
                                                                                                                                      team’s communication as good or excellent. This was
                                                                           the management levels in the organisation.
                                                                                                                                      broken down into three areas of strategy, benefits and
 Other findings                                                            With less than 50% of the leaders thinking the different   values to compare across the leadership levels.
 • CEOs and executives are searching for more                              organisational attributes are communicated well, it
   targeted advice about specific things that need                         indicates there are some big gaps – the question is
   doing and want to use feedback more to steer                            where are the gaps and what can be done to close them?
   their actions
 • Middle managers are after training and support to                       table 4
   be better communicators
 • Front-line supervisors want training in various
   aspects of people management, toolkits and
   communication support




10   COMMSOSCOPY                                       WWW.IMPACT.COM.AU                                                                                                    COMMSOSCOPY        11
Table 4 (page 11) highlights the communication ability       This means that almost 40% of senior managers and           Understanding what skills are needed is one step
                                                                                                                                                                                            WHAT              We observe resistance from
of leaders at each level is lowest when communicating        60% of middle and front-line supervisors might not be       towards finding solutions to address the gap. Overall
                                                                                                                         organisations were strongly aligned about the
                                                                                                                                                                                           IMPACT            organisations to introducing
organisation strategy. This shows a link to the 50% of       supported in the way they would like to develop their
respondents who think they communicate organisational        communication skills. This provides a clear signal to       importance of different skills.                                    SAYS           communication skills for
stability well (see table 2 on page 7).                      HR to mark it as a top priority for 2011.                   Our respondents consistently stated that all nine skills                         middle and front-line managers;
Further investigation puts the spotlight on non-             Towers Watson states that, “While it’s critical that the
                                                                            3                                            highlighted in the research are relevant and needed (see                        this is an unnecessary and
multinational organisations where our research found         organisation focuses on building the right culture and      table 5 on page 12). For organisations with over 1,000      damaging compromise. Given that equipping
only 21% rated their CEO and executive team’s                programmes, it’s equally important not to underestimate     employees aligning messages with the organisation’s         managers to communicate well is a recurring issue
communication as excellent. Also, organisations with         the role of immediate managers in supporting engagement     vision, values and beliefs is more important to them        for organisations, and with managers being the
over 1,000 employees are less likely than others to          and wellbeing”. Managers need the skills to do this.        compared to smaller organisations. Yet our findings         linchpin for relationships and improving
                                                                                                                         show these same organisations mark down their middle        performance for employees, improving their
positively rate the communication of middle management
                                                             Given their critical role in engaging and retaining         managers and front-line supervisors as communicators.
and front-line supervisors as good or excellent when                                                                                                                                 communication skills should be a priority.
                                                             employees, more needs to be done to improve their
communicating the strategy or benefits.                                                                                  The European Communication Monitor 2010 4 predicts
                                                             communication skills.
                                                                                                                         a 30% increase in the importance of personal
In our 2009 survey, 67% of respondents agreed
                                                             Significantly, more organisations (59%) that use social     communication coaching and communication skills
there was a renewed focus on the importance of
                                                             media agree their organisations allocate enough             training as a discipline for organisations over the next
communicating an organisation’s values. It would seem
                                                             resources to middle management and front-line               couple of years. Within Australia, the private sector
that leaders abilities to communicate these values is                                                                    consider coaching and mentoring skills to be more
                                                             supervisors and they consider their middle management
creating a gap between what organisations want to do                                                                     important than the public sector.
                                                             communication performance as good or excellent.
and how well equipped they are to do it.
                                                             This is an interesting finding as it might indicate the     Our previous survey stated that over 90 percent of
What is worrying about these results is the 20% plus gap                                                                 communicators support the best practice premise
                                                             employees who use social media in their organisations
in the perceived communication ability between CEO/                                                                      that communicating business direction is vital, that
                                                             may have more mature expectations of their managers’
executives and front-line supervisors (table 4 on page 11)                                                               communicating vision and direction was their top
                                                             communications, tending to seek answers first using the
and the variety of indicators that show communication                                                                    priority and that this was critical to building long term
                                                             channels available to them. They refer to their managers
skills in organisations are falling short.                                                                               employee commitment. This still holds true yet our
                                                             later for clarification or further discussion.
These results link to the support provided by HR to the                                                                  leaders’ ability to communicate strategy is still poor.
                                                             Overall, the research indicates even though there           HR is being told by their leaders that they need
different leadership levels; 62% believe enough resources
                                                             is an improvement in the support provided, there is still   support to improve skills so they engage employees
are allocated to support CEO/ Exec communication skills
                                                             a large gap between the level of support leaders are        and communicate the business strategy.
whereas only 42% believe enough resources are allocated
                                                             getting and the level needed to improve communication
to training middle and front-line supervisors.
                                                             skills of managers.


table 5




                                                                                                                         “
                                                                                                                                Compromising on safety communication skills for front-line
                                                                                                                                managers is not an option. As the central point of contact for
                                                                                                                                employees on projects, project managers and supervisors
                                                                                                                                must be able to get across important safety messages.



                                                                                                                                                                                                                           ”
                                                                                                                                Investing a day to improve their skills is a no brainer when
                                                                                                                                we consider the potential downside.
                                                                                                                                                         Robert Duvel: Manager Operational Services Construction Division
                                                                                                                                                                                        Leighton Contractors Pty Limited




12   COMMSOSCOPY                                                                                  WWW.IMPACT.COM.AU                                                                                                     COMMSOSCOPY     13
Prognosis positive:                                                                                                        Going Social:
Getting better but not fully fit.                                                                                          Some stay in the waiting room.
Many of the attributes of the employment deal aren’t being communicated well and HR is being asked to                      Twitter, Facebook, Yammer, geo-location social networks like foursquare, blogs, podcasts and online communities
provide more communication support, as well as skills training for leaders. Looking more closely at the                    are the norms for communication. Whilst there is much noise, hype and postulating about social media, our last
effectiveness of employee communication, there is some good news.                                                          survey showed there were a number of barriers preventing organisations transporting themselves quickly into the
                                                                                                                           Web 2.0 world. These included limited access to technology for many employees, the fear of not being able to
In 2009, we stated having robust communication               In our experience organisations are putting in place the      control the message, and internal technology platforms preventing the use of social networks.
planning processes would be critical. Positive steps are     foundations for communication to happen, they now
being taken by organisations to put plans in place with      need to develop and implement a strategic, holistic           Since then, the speed of take up for social media remains     However previously foreseen barriers are changing.
59% of respondents having a plan for their business.         approach to communicating all aspects of the EVP.             closer to that of a tortoise than a hare, with only 29% of    Losing control of the message was seen as an issue,
This figure is higher at 79% for those using social media.                                                                 organisations surveyed using social media as part of their    whereas now 61% disagree that they will lose control
                                                             This needs to look at requirements to attract, engage
Somewhat surprisingly, only 38% of organisations with                                                                      employee communication.                                       of the message if they use social media.
                                                             and retain employees while taking into account the
500-999 employees have a plan compared to 80% of
                                                             different aspects of the employment deal at different         There does, however, seem to have been some shift in          Furthermore, 65% agree social media is a good tool for
organisations with 300-499 employees.
                                                             stages of an employee’s involvement with the company.
                                                                                                                           thinking; interestingly the public sector is more likely to   employee communication if the risks are managed. And
Another success factor organisations have been
                                                             Further thought and attention also needs to be given to       see social media as a worthwhile investment than the          the myth about social media and Generation Y is
developing is the processes they use to communicate.
                                                             the way the business strategy, vision and performance are     private sector (58% compared to 45%) and organisations        changing, with 68% disagreeing that social media is only
73% believe they have the right methods to communicate
                                                             communicated. One aspect of communicating the business        with more than 300 employees see it as more worthwhile        appropriate for engaging Generation Y.
with employees in different locations and 66% have the
                                                             strategy relates to the skills of leaders; it is seen as an   than those with 100-299 employees.
right methods in place to communicate with non-office                                                                                                                                    Interestingly, public sector leaders believe there is more
                                                             essential skill and one that needs improving.
based staff.                                                                                                               Barriers to using social media still exist with 46%           value in using social media than their private sector
Measurement is also being used, with 70% CEO/                                                                              believing it poses too many legal and other risks and         counterparts, if the risks are managed – 75% versus 58%.
executives being formally measured on how well they                                                                        49% believing it is too difficult to measure the return on    They also see it as more worthwhile in investing in social
communicate with employees. At the same time, 62%                                                                          investment of using social media.                             media than private sector – 58% versus 45%. The private
believe their organisation measures employee                                                                                                                                             sector appears to have more resistance to social media:
engagement. Matching this measurement to skills training
                                                                      WHAT
                                                                                       Organisations of all sizes                                                                        the barriers are leaders’ skills, risks, losing control of the
and advice would address some of the skill gap as well as            IMPACT
                                                                                      are investing in employee                                                                          message and it only being suitable for Generation Y.
finding ways to engage employees through the EVP.                     SAYS
                                                                                    communication with much
The perennial challenge!                                                           effort going into the
                                                                                                                           table 6
                                                                                  development of communication
55% of leaders consider lack of time as a barrier
to communicating with employees. This is where                 channels and processes. To really gain value from
planning, support and the right tools can help.                the investment of time and money, more focus
                                                               now needs to be on the development of strategies
                                                               for significant issues in the business. Without
                                                               doubt more attention on the way the employment
                                                               deal is communicated will elevate the value of
                                                               employee communication.




14   COMMSOSCOPY                                                                                  WWW.IMPACT.COM.AU                                                                                                               COMMSOSCOPY        15
Conclusion
We are also beginning to gather evidence from those                WHAT           We think organisations




                                                                                                                                                                                            E
organisations using social media about its benefits and           IMPACT         should consider the need
uses; they are more positive about the benefits and less           SAYS         for social media based
concerned about the risks. And of those already using
                                                                               on what they want their
social media, 90% believe it’s worth investing in.                                                               Looking at the way the employment deal is
                                                                              employee communication to
                                                                                                                 demonstrated, communicated and used in organisations
                                                             achieve and how best to deliver it. There is no
                                                                                                                 brings to our attention a range of issues organisations are
 • Only 14% of those who use it agree that social            universal answer, and different elements of
                                                                                                                 currently facing.
                                                             social media should be considered as part of



                                                                                                                                                                                       V P
   media poses too many legal issues and risks.
   This compares to 59% who don’t use it.                    your communication strategies – for instance        Having an EVP that is clear, known and used to
                                                             introducing a Facebook group to receive             differentiate is one of the main ways that employees
 • Only 14% of those who use it agree                        feedback on an issue may be your first step.        are attracted, engaged and retained by organisations.
   organisations lose control of their messages                                                                  Therefore putting the organisations energy into those


                                                                                                                                                                                       A TO Z
   when they use social media. This compares                                                                     elements that build a strong EVP that is known and
   to 30% which don’t use it.                                                                                    enjoyed by employees provides market advantage.
                                                                                                                 What we are seeing is HR supporting leaders in a variety
                                                                                                                                                                                       E NHA
                                                             “
                                                                                                                 of ways to communicate the employment deal. At certain
Many organisations still seem to be sitting on the             Social media is being used by                     points this support is proving useful, particularly to attract
fence when it comes to social media, whereas those
using it appear to be converts and see improvements in
                                                               thousands of organisations as a                   employees and induct them in to the organisation. Beyond
                                                                                                                 this HR support seems to fall short of the levels needed.
                                                                                                                                                                                      NCE Y O
the way they engage employees, communicate with                way to not only engage and                                                                                             U R EMP L
                                                                                                                 The biggest opportunity is in the development of
employees and are able to provide HR support.                  connect with employees, but                       communication skills for leaders and managers and
The Watson Wyatt1 survey shows that 55% of Australia’s         to tap into knowledge, uncover                    focusing communication efforts on those aspects of the                OY E R B R A
highly effective communicators have increased their use        talents, identify ambassadors,                    EVP and the business strategy that engage employees




                                                                                                          ”
of social media for employees. This matches the                                                                                                                                         NDR E P U T A
responses we had from organisations using social media
                                                               build solidarity and bring                        and improve business performance. Consideration
                                                                                                                 should also be given to some of the advantages social
who considered their communication of the EVP to be            cultural values to life.                          media users are demonstrating in the way they are                      T       I    O N W I                 T       H
more effective than those who don’t, and who viewed                                                              communicating the employment deal. Ignoring this gap
                                                                             Brian Giesen: Regional Director                                                                                I       M P A C T S                  E
their leadership capability as communicators to be higher.                                                       between what is needed to demonstrate and
                                                                                 Ogilvy 360° Digital Influence
Social media is here to stay, but it still may take some                                                         communicate the employee value proposition and what                            X   P   E   R   T   I    S   E


time to convert a large number of organisations to see                                                           is currently happening will lead to further break points in
the value in investing in it. New McKinsey research5                                                             the connection between employer and employee.
indicates that a payday could be arriving for those
companies that use collaborative web 2.0 technologies




                                                                                                                 “
intensively, in that they gain greater market share and
higher margins.                                                                                                         One of the things you find in companies is that once a culture is
Lessons can be learnt from the early adopters on how                                                                    formed it takes nuclear weaponry to change it... which is one of
social media can be used effectively to communicate                                                                     the primary reasons many organisations have turned from the



                                                                                                                                                                                                                                     ”
business strategy and support the employment deal.
                                                                                                                        short term engagement focus of internal branding initiatives to
                                                                                                                        more long term focus of employer brand management.
                                                                                                                                                                                  Jeff Bezos: Founder Amazon6




16   COMMSOSCOPY                                                                             WWW.IMPACT.COM.AU                                                                                                          COMMSOSCOPY      17
About Impact
Employee Communications
Now in our sixteenth year, Impact Employee Communications is Australia and Asia Pacific’s leading employee
communication consultancy—the most awarded, the most specialised, and, with over 600 client results under
our belt, the most experienced.


We offer end-to-end communication solutions to                What makes us different?
business challenges for some of Australia and Asia            Put simply, Impact’s focus is narrow, but its experience
Pacific’s largest organisations. This ranges from strategic   is deep and specialised, and to complete the picture,
communication planning and leadership engagement, to          is a values-driven business. Its team includes former
the creative and logistical delivery of tactics to a range    heads of communication for major blue-chips and other
of audiences.                                                 communication, change and engagement specialists.
Whether it’s major change, such as restructuring,             Our collaborative approach is key to our success.
downsizing or an IT overhaul, specific business critical      Always ensuring true ownership of employee
initiatives such as energy saving, trade union negotiation    communication from leadership teams is what makes
or safety, or HR specific initiatives such as EVP             our work impactful, driving business results.
development, career pathway engagement or reward
and recognition programs, Impact has been, and                Contact:
continues to be a first choice for Australian private and     Tam Sandeman
public sector organisations facing some of their toughest     Impact Employee Communications
people challenges.                                            Level 2, 72 Christie Street
In addition to offering core strategic employee               St Leonards NSW 2065
communication counsel, Impact also has five specialist        Australia
practice areas reflecting the big ticket issues of today.     T +61 (0)2 8281 3222
                                                              impact.com.au
                                                                                                                         References
Specialist areas:
• Change Management Communication
• Leadership, CEO and Vision & Values Communication                                                                      UNDERSTANDING THE PERCEPTION, BEHAVIOUR & INTENTION OF EXECUTIVES IN AUSTRALIA
• HR People & Culture Communication                                                                                      1. Watson Wyatt Capitalizing on Effective Communication – 2009/ 2010 Communication ROI Study Report
• Industrial Relations and Safety Communication
                                                                                                                         2. Executive Monitor 2010 – Understanding the perception and intention of executives in Australia
• Sustainability and CSR Programs (OgilvyEarth)
                                                                                                                         3. Towers Watson Perspective Jan 2010 – Employee Wellbeing: Taking engagement and performance to the next level
These areas are supported further by our specialist
service offering – internal communications research                                                                      4. European Communication Monitor 2010 – Status quo and challenges for Public relations in Europe
capability, coaching, training, social media, creative
                                                                                                                         5. McKinsey Quarterly Dec 2010, The rise of the networked enterprise: Web 2.0 finds its payday
studio and employee events.
                                                                                                                         6. (Mosely, RC 2007) ‘Customer experience, organisational culture and the employer brand’
                                                                                                                            Journal of Brand Management, Vol 15, October pp 123-124




18   COMMSOSCOPY                                                                                   WWW.IMPACT.COM.AU                                                                                                         COMMSOSCOPY   19
Impact Employee Communications
Level 2, 72 Christie Street
St Leonards NSW 2065
Australia
T: (61 2 ) 8281 3222
impact.com.au

Más contenido relacionado

La actualidad más candente

Executive Summary: Start the Dialogue
Executive Summary: Start the DialogueExecutive Summary: Start the Dialogue
Executive Summary: Start the Dialoguecplray
 
Using Assessments to Improve Performance
Using Assessments to Improve PerformanceUsing Assessments to Improve Performance
Using Assessments to Improve PerformanceJim Brown
 
Session on HR Delivery By Dr. Sraban Mukherjee
Session on HR Delivery By Dr. Sraban MukherjeeSession on HR Delivery By Dr. Sraban Mukherjee
Session on HR Delivery By Dr. Sraban MukherjeeNational HRD Network
 
Management
Management Management
Management diddy98
 
Management - Communication
Management - CommunicationManagement - Communication
Management - Communicationdiddy98
 
P56 careers qw_dec09
P56 careers qw_dec09P56 careers qw_dec09
P56 careers qw_dec09rgibsoncqi
 
C2C ebrochure smartwave
C2C   ebrochure smartwaveC2C   ebrochure smartwave
C2C ebrochure smartwaveQualisys
 
John Oliver Professional Services
John Oliver   Professional ServicesJohn Oliver   Professional Services
John Oliver Professional Servicesjroliverus
 
Career Development : Networking and Mentoring (2012)
Career Development : Networking and Mentoring (2012)Career Development : Networking and Mentoring (2012)
Career Development : Networking and Mentoring (2012)Barry Horne
 
Deloitte - The emerging role of the HR COO
Deloitte - The emerging role of the HR COODeloitte - The emerging role of the HR COO
Deloitte - The emerging role of the HR COOTrevor Gildenhuys
 
Powerful Business Communication & Presentation Skills September 2013
Powerful Business Communication & Presentation Skills September 2013Powerful Business Communication & Presentation Skills September 2013
Powerful Business Communication & Presentation Skills September 2013360 BSI
 
1.19 clo peoplefluent_final_slides
1.19 clo peoplefluent_final_slides1.19 clo peoplefluent_final_slides
1.19 clo peoplefluent_final_slidesHuman Capital Media
 
Gaining value from global content using a ccms
Gaining value from global content using a ccmsGaining value from global content using a ccms
Gaining value from global content using a ccmsVasont Systems
 

La actualidad más candente (17)

Executive Summary: Start the Dialogue
Executive Summary: Start the DialogueExecutive Summary: Start the Dialogue
Executive Summary: Start the Dialogue
 
Tb15
Tb15Tb15
Tb15
 
Tb16
Tb16Tb16
Tb16
 
Using Assessments to Improve Performance
Using Assessments to Improve PerformanceUsing Assessments to Improve Performance
Using Assessments to Improve Performance
 
Session on HR Delivery By Dr. Sraban Mukherjee
Session on HR Delivery By Dr. Sraban MukherjeeSession on HR Delivery By Dr. Sraban Mukherjee
Session on HR Delivery By Dr. Sraban Mukherjee
 
Management
Management Management
Management
 
Management - Communication
Management - CommunicationManagement - Communication
Management - Communication
 
P56 careers qw_dec09
P56 careers qw_dec09P56 careers qw_dec09
P56 careers qw_dec09
 
C2C ebrochure smartwave
C2C   ebrochure smartwaveC2C   ebrochure smartwave
C2C ebrochure smartwave
 
Fit for future
Fit for futureFit for future
Fit for future
 
John Oliver Professional Services
John Oliver   Professional ServicesJohn Oliver   Professional Services
John Oliver Professional Services
 
Career Development : Networking and Mentoring (2012)
Career Development : Networking and Mentoring (2012)Career Development : Networking and Mentoring (2012)
Career Development : Networking and Mentoring (2012)
 
Deloitte - The emerging role of the HR COO
Deloitte - The emerging role of the HR COODeloitte - The emerging role of the HR COO
Deloitte - The emerging role of the HR COO
 
Powerful Business Communication & Presentation Skills September 2013
Powerful Business Communication & Presentation Skills September 2013Powerful Business Communication & Presentation Skills September 2013
Powerful Business Communication & Presentation Skills September 2013
 
1.19 clo peoplefluent_final_slides
1.19 clo peoplefluent_final_slides1.19 clo peoplefluent_final_slides
1.19 clo peoplefluent_final_slides
 
Gaining value from global content using a ccms
Gaining value from global content using a ccmsGaining value from global content using a ccms
Gaining value from global content using a ccms
 
More from Less
More from LessMore from Less
More from Less
 

Destacado

Mumbrella Social@Ogilvy Webinar: Facebook Timeline for Brands
Mumbrella Social@Ogilvy Webinar: Facebook Timeline for BrandsMumbrella Social@Ogilvy Webinar: Facebook Timeline for Brands
Mumbrella Social@Ogilvy Webinar: Facebook Timeline for BrandsOgilvy PR
 
Marketers guide to ipad for business
Marketers guide to ipad for businessMarketers guide to ipad for business
Marketers guide to ipad for businessOgilvy PR
 
Presentation on the brochures
Presentation on the brochuresPresentation on the brochures
Presentation on the brochuresTalha Bin Tariq
 
The Life of a PR Professional
The Life of a PR ProfessionalThe Life of a PR Professional
The Life of a PR Professionalasfernstedt
 
Criteria for Writing Brochures - Brochures Writing & Designing Services
Criteria for Writing Brochures - Brochures Writing & Designing ServicesCriteria for Writing Brochures - Brochures Writing & Designing Services
Criteria for Writing Brochures - Brochures Writing & Designing ServicesContentwritings Ltd
 
How To Cultivate Brand Advocacy
How To Cultivate Brand AdvocacyHow To Cultivate Brand Advocacy
How To Cultivate Brand AdvocacyOgilvy Consulting
 
Designing Teams for Emerging Challenges
Designing Teams for Emerging ChallengesDesigning Teams for Emerging Challenges
Designing Teams for Emerging ChallengesAaron Irizarry
 
Visual Design with Data
Visual Design with DataVisual Design with Data
Visual Design with DataSeth Familian
 
3 Things Every Sales Team Needs to Be Thinking About in 2017
3 Things Every Sales Team Needs to Be Thinking About in 20173 Things Every Sales Team Needs to Be Thinking About in 2017
3 Things Every Sales Team Needs to Be Thinking About in 2017Drift
 
How to Become a Thought Leader in Your Niche
How to Become a Thought Leader in Your NicheHow to Become a Thought Leader in Your Niche
How to Become a Thought Leader in Your NicheLeslie Samuel
 

Destacado (14)

Mumbrella Social@Ogilvy Webinar: Facebook Timeline for Brands
Mumbrella Social@Ogilvy Webinar: Facebook Timeline for BrandsMumbrella Social@Ogilvy Webinar: Facebook Timeline for Brands
Mumbrella Social@Ogilvy Webinar: Facebook Timeline for Brands
 
Marketers guide to ipad for business
Marketers guide to ipad for businessMarketers guide to ipad for business
Marketers guide to ipad for business
 
Kb Portfolio 2
Kb Portfolio 2Kb Portfolio 2
Kb Portfolio 2
 
E Newsletters for non-profits
E Newsletters for non-profitsE Newsletters for non-profits
E Newsletters for non-profits
 
Press release writing services
Press release writing servicesPress release writing services
Press release writing services
 
Presentation on the brochures
Presentation on the brochuresPresentation on the brochures
Presentation on the brochures
 
The Life of a PR Professional
The Life of a PR ProfessionalThe Life of a PR Professional
The Life of a PR Professional
 
PR Etiquette
PR EtiquettePR Etiquette
PR Etiquette
 
Criteria for Writing Brochures - Brochures Writing & Designing Services
Criteria for Writing Brochures - Brochures Writing & Designing ServicesCriteria for Writing Brochures - Brochures Writing & Designing Services
Criteria for Writing Brochures - Brochures Writing & Designing Services
 
How To Cultivate Brand Advocacy
How To Cultivate Brand AdvocacyHow To Cultivate Brand Advocacy
How To Cultivate Brand Advocacy
 
Designing Teams for Emerging Challenges
Designing Teams for Emerging ChallengesDesigning Teams for Emerging Challenges
Designing Teams for Emerging Challenges
 
Visual Design with Data
Visual Design with DataVisual Design with Data
Visual Design with Data
 
3 Things Every Sales Team Needs to Be Thinking About in 2017
3 Things Every Sales Team Needs to Be Thinking About in 20173 Things Every Sales Team Needs to Be Thinking About in 2017
3 Things Every Sales Team Needs to Be Thinking About in 2017
 
How to Become a Thought Leader in Your Niche
How to Become a Thought Leader in Your NicheHow to Become a Thought Leader in Your Niche
How to Become a Thought Leader in Your Niche
 

Similar a Australia’s Commsoscopy

How To Become A Born Manager
How To Become A Born ManagerHow To Become A Born Manager
How To Become A Born Managerjaloul
 
How To Become A Born Manager
How To Become A Born ManagerHow To Become A Born Manager
How To Become A Born Managerjaloul
 
How To Become A Born Manager
How To Become A Born ManagerHow To Become A Born Manager
How To Become A Born Managerjaloul
 
Simplyhealth's engaging employees through health and wellbeing report
Simplyhealth's engaging employees through health and wellbeing reportSimplyhealth's engaging employees through health and wellbeing report
Simplyhealth's engaging employees through health and wellbeing reportSimplyhealthUK
 
Employee Ambassadorship Ii White Paper Final
Employee Ambassadorship Ii White Paper FinalEmployee Ambassadorship Ii White Paper Final
Employee Ambassadorship Ii White Paper FinalMichael Lowenstein
 
Published Article on Employee Engagement and Employment Value Proposition
Published Article on Employee Engagement and Employment Value PropositionPublished Article on Employee Engagement and Employment Value Proposition
Published Article on Employee Engagement and Employment Value Propositionbheger
 
Managing For High Performance
Managing For High PerformanceManaging For High Performance
Managing For High Performanceeuweben01
 
Managing For High Performance
Managing For High PerformanceManaging For High Performance
Managing For High Performanceeuwebsc01
 
Managing For High Performance
Managing For High PerformanceManaging For High Performance
Managing For High Performanceeuwebtc01
 
Mercer: What's Working Research on Employee Engagement
Mercer: What's Working Research on Employee EngagementMercer: What's Working Research on Employee Engagement
Mercer: What's Working Research on Employee EngagementElizabeth Lupfer
 
Mercer: What's Working Research
Mercer: What's Working ResearchMercer: What's Working Research
Mercer: What's Working ResearchElizabeth Lupfer
 
Focusing on Employee Engagement: How to Measure and Improve It
Focusing on Employee Engagement: How to Measure and Improve ItFocusing on Employee Engagement: How to Measure and Improve It
Focusing on Employee Engagement: How to Measure and Improve ItKip Michael Kelly
 
Séance 2 - Présentation Galindo - club anvie
Séance 2   - Présentation Galindo - club anvieSéance 2   - Présentation Galindo - club anvie
Séance 2 - Présentation Galindo - club anvieGéraldine Galindo
 
WHY YOU NEED EMPLOYER BRANDING
WHY YOU NEED EMPLOYER BRANDINGWHY YOU NEED EMPLOYER BRANDING
WHY YOU NEED EMPLOYER BRANDINGMSL
 
Successful lateral transfers: Insights from Srishti Software Pvt Ltd
Successful lateral transfers: Insights from Srishti Software Pvt LtdSuccessful lateral transfers: Insights from Srishti Software Pvt Ltd
Successful lateral transfers: Insights from Srishti Software Pvt LtdBrowne & Mohan
 
Sodexo's Workplace Trends Report 2012
Sodexo's Workplace Trends Report 2012Sodexo's Workplace Trends Report 2012
Sodexo's Workplace Trends Report 2012Innovations2Solutions
 
Employee engagement seminar
Employee engagement seminarEmployee engagement seminar
Employee engagement seminarAditya Sharma
 
Where are we where should we be
Where are we   where should we beWhere are we   where should we be
Where are we where should we benegriff
 

Similar a Australia’s Commsoscopy (20)

How To Become A Born Manager
How To Become A Born ManagerHow To Become A Born Manager
How To Become A Born Manager
 
How To Become A Born Manager
How To Become A Born ManagerHow To Become A Born Manager
How To Become A Born Manager
 
How To Become A Born Manager
How To Become A Born ManagerHow To Become A Born Manager
How To Become A Born Manager
 
Simplyhealth's engaging employees through health and wellbeing report
Simplyhealth's engaging employees through health and wellbeing reportSimplyhealth's engaging employees through health and wellbeing report
Simplyhealth's engaging employees through health and wellbeing report
 
Employee Ambassadorship Ii White Paper Final
Employee Ambassadorship Ii White Paper FinalEmployee Ambassadorship Ii White Paper Final
Employee Ambassadorship Ii White Paper Final
 
Published Article on Employee Engagement and Employment Value Proposition
Published Article on Employee Engagement and Employment Value PropositionPublished Article on Employee Engagement and Employment Value Proposition
Published Article on Employee Engagement and Employment Value Proposition
 
Managing For High Performance
Managing For High PerformanceManaging For High Performance
Managing For High Performance
 
Managing For High Performance
Managing For High PerformanceManaging For High Performance
Managing For High Performance
 
Managing For High Performance
Managing For High PerformanceManaging For High Performance
Managing For High Performance
 
Mercer: What's Working Research on Employee Engagement
Mercer: What's Working Research on Employee EngagementMercer: What's Working Research on Employee Engagement
Mercer: What's Working Research on Employee Engagement
 
Mercer: What's Working Research
Mercer: What's Working ResearchMercer: What's Working Research
Mercer: What's Working Research
 
Focusing on Employee Engagement: How to Measure and Improve It
Focusing on Employee Engagement: How to Measure and Improve ItFocusing on Employee Engagement: How to Measure and Improve It
Focusing on Employee Engagement: How to Measure and Improve It
 
Séance 2 - Présentation Galindo - club anvie
Séance 2   - Présentation Galindo - club anvieSéance 2   - Présentation Galindo - club anvie
Séance 2 - Présentation Galindo - club anvie
 
WHY YOU NEED EMPLOYER BRANDING
WHY YOU NEED EMPLOYER BRANDINGWHY YOU NEED EMPLOYER BRANDING
WHY YOU NEED EMPLOYER BRANDING
 
narratives Volume 1 Issue 1 Q1
narratives Volume 1 Issue 1 Q1narratives Volume 1 Issue 1 Q1
narratives Volume 1 Issue 1 Q1
 
Hrm- EVP Twins
Hrm- EVP TwinsHrm- EVP Twins
Hrm- EVP Twins
 
Successful lateral transfers: Insights from Srishti Software Pvt Ltd
Successful lateral transfers: Insights from Srishti Software Pvt LtdSuccessful lateral transfers: Insights from Srishti Software Pvt Ltd
Successful lateral transfers: Insights from Srishti Software Pvt Ltd
 
Sodexo's Workplace Trends Report 2012
Sodexo's Workplace Trends Report 2012Sodexo's Workplace Trends Report 2012
Sodexo's Workplace Trends Report 2012
 
Employee engagement seminar
Employee engagement seminarEmployee engagement seminar
Employee engagement seminar
 
Where are we where should we be
Where are we   where should we beWhere are we   where should we be
Where are we where should we be
 

Último

MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 

Último (20)

MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 

Australia’s Commsoscopy

  • 1. Australia’s Commsoscopy Are we doing enough? An exploratory examination into the effectiveness of communicating the employment ‘deal’ to Australians. April 2011 COMMSOSCOPY 1
  • 2. About the survey Contents This is Impact’s second study of the internal communication landscape in Australia. This probing research was carried out by Australian Research Unit and commissioned by Impact Employee Communications, Under the microscope – Findings 4 an Ogilvy PR Worldwide Company. The survey focused on senior leadership’s perceptions Heart to heart: Is the EVP in ICU or recovery? – Executive summary 5 of internal communication, the Employee Value Proposition, and the social media and communication Open wide: This will make you better – Culture and values 7 capabilities within Australian organisations. Phone interviews were conducted with 100 C-level executives We’re here to help: Taking the pain away – Communication support 8 – excluding those solely with HR and/or communications responsibility. It included executives from organisations On the improve: But help still needed – Communication skills 11 with 100+ full time employees through to large organisations with 1000+ employees. 86% of Prognosis positive: Getting better but not fully fit – A strategic approach 14 companies interviewed were Australian-owned. Going social: Some stay in the waiting room – Opportunities to explore 15 Impact thanks all those who participated in this study. Conclusion 17 About Impact Employee Communications 18 References 19 2 COMMSOSCOPY WWW.IMPACT.COM.AU COMMSOSCOPY 3
  • 3. Under the microscope Heart to heart: Executive summary Our consultation exposed eight key insights. Is the EVP in ICU or recovery? In 2009 we investigated the business value of investing time and resources into communicating effectively 1 The employment ‘deal’ is being communicated but there are some big gaps in the way it is being done – the main attributes still need more continuous to employees. From that research [The Inside Story: How Australian Organisations are Managing Employee communication and reinforcement by leadership Communication During the Downturn – July 2009] we concluded organisations were getting smarter at utilising internal communication to enable achievement of business goals. In essence, the foundations were in place. 2 HR support for leaders to demonstrate and communicate the benefits EVP: What is it? The relationship is changing of the organisation doesn’t yet go far enough. More support for This time we’ve taken our investigation further, to A global trend in the last 18 months has focused on the communicating the ‘what’ and the ‘how’ is needed understand what is happening to the Employee Value relationship between employer and employee – what’s Proposition (EVP) – how well it’s being communicated, the employment deal, what can I expect as an employee how HR enables leaders to demonstrate it, what and what’s important to the company? We are moving 3 Communicating business strategy and performance needs more attention attributes attract employees to a company and what keeps them there. further away from economically rough times and the terrain has changed; both employees and employers are looking for different relationships, different ways of Closely related to the concept of employer branding, working and different results. The employment deal is EVP is used by HR & Talent Management to attract, changing so we question what this means for leaders, 4 Not enough is being done to upskill middle and front-line engage and retain quality employees. HR and communicators. Managers in being effective communicators Watson Wyatt1 states, “Companies that are highly Employee Value Proposition effective communicators have the courage to talk about Research suggests organisations using social The attributes and benefits of an organisation that what employees want to hear, and they redefine the 5 media internally are perceived by employees as create the employment deal. The tangible and employment deal”. Our research therefore looks at the having more effective communication of their intangible things that link what you can expect relationship between the employer, the employee, HR EVP than those that don’t and what’s expected of you as an employee. support, leadership skills and communication. It gives insights into the things that Australian companies are doing to demonstrate THE DEAL. It identifies where the 6 There is still some resistance to social media use externally by organisations There has been much research into employee perspectives of the EVP. Our study complements the discussion by investigating the perceptions of gaps are and opportunities for improvement. We know that for different people and organisations, the EVP means different things and for many it’s not common the EVP amongst the leadership community within language – only 35% of our survey respondents were Australian organisations. 7 familiar with the term. In this research we’ve identified a Organisations that use social media internally are backing their investment number of attributes and benefits that commonly determine an employee’s attraction and commitment to an organisation. Watson Wyatt summarise the EVP as, “including pay and benefit programs, professional 8 Communication disciplines are becoming development opportunities and work environment”. stronger but more needs to be done around aligning messages with vision, values and strategy 4 COMMSOSCOPY WWW.IMPACT.COM.AU COMMSOSCOPY 5
  • 4. Open wide: Trends incongruously they were ranked 7 and 8 out of 10 by leaders when the attributes are listed by importance (See Our 2009 survey concluded that robust planning, table 2 on page 7). This raises questions for organisations process and leadership ownership of communication – is effort going in to demonstrating and communicating would be critical for employee engagement in the years ahead. Given the increasing importance of reminding those attributes that really differentiate? Or have the areas This will make you better. of importance shifted, thus indicating the need to alter the employees what they’re getting back, we take a look emphasis for communication and action? When asked which attributes and benefits were perceived to be most important to employees, there was at EVP through the eyes of leaders in Australia. a high level of consistency from the leaders in our survey: organisation culture and values, strength of Finally, whilst internal social media use is still growing The 2009 survey showed communicating vision and leadership and organisational stability ranking the highest as the most important attributes. in popularity in organisations, the research shows some direction was the number one priority for 2009 and differences in the way companies who use social media 2010. Given this and changes in the working view themselves compared to others. They consider Knowing this provides a useful guide to organisations Of the three most important attributes only organisational environment in the last few years, we could assume themselves more effective in communicating and to prioritise actions. stability is considered one of the three top things that communicating strategy and business performance demonstrating all the EVP attributes except organisations do communicate and demonstrate well. In support, the Executive Monitor2 report states (which contribute to organisational stability) will have organisational stability. We are beginning to see some This indicates a wide gap between the priority areas and “A company’s culture and reputation is important to 21% been a focus for businesses; yet table 1 below shows how well they are being communicated and demonstrated. differences in the cultures and communication of executives, and ranked higher than personal benefits only 50% of leaders consider they are doing this well. approaches for those companies that embrace social like bonuses, perks and salary.” It appears executives, This highlights the need to align and consistently media internally. like employees, also want to be associated with an communicate strategy, direction and performance organisation they can be proud of, rather than just focus “Culture eats strategy for breakfast” Overall the research results show there are some big gaps on the rewards they individually receive from a company. more effectively. appearing. Demonstrating and communicating the Peter Drucker, popularised in 2006 by the Ford Organisational reputation, training and development employment deal is critical for businesses over the next Watson Wyatt’s1 research shows only 58% of global Motor Company. are recognised as the attributes organisations are businesses consider they effectively educate employees few years and over 50% of those with responsibility for about organisational culture and values here in Australia. demonstrating and communicating well. However, communicating it are admitting that it isn’t being done well. Demonstrating and communicating culture and values certainly seems to be an issue with 47% leaders table 1 considering that they do it well (see table 1 previous page). As it is perceived to be the most important attribute (see table 2), much more needs to be done to develop it, demonstrate it and communicate it. table 2 WHAT IMPACT We see organisations grappling with ways to communicate their business strategy SAYS and some progress is certainly being made with this. Fewer organisations seem to have a planned approach for communicating the employment deal, yet there are some organisations taking a holistic approach to all aspects of the deal and creating the employment story to improve relations between the organisation and the employee. Doing this has a tangible impact on retention and engagement. 6 COMMSOSCOPY WWW.IMPACT.COM.AU COMMSOSCOPY 7
  • 5. We’re here to help: But what about after the honeymoon period? Yet it’s apparent many of the mechanisms for communicating the EVP focus on one-way Three in four organisations (77%) use an employee communication channels i.e. – where the employee is intranet site to communicate aspects of EVP. Most being given information. There is little evidence to Taking the pain away. organisations use a mix of HR tools to communicate elements of the employment deal to their employees. suggest leaders are being supported to demonstrate the various attributes and benefits or to talk about the EVP or Less than 50% of leaders believe they’re communicating the main aspects of the employment deal well. reinforce through regular communication. Whilst manager Looking at this more closely highlights where support is being provided and some gaps that need filling. table 3 communication toolkits are being used by 56% of organisations, only 2% view them as a valuable way that HR can support them to communicate the EVP. In general, leaders are positive about the support Most organisations seem to use a range of HR tools to Given we know effective communication is a conversation HR provides to management to demonstrate and communicate the EVP. Comments from leaders indicate and dialogue driver, Australian organisations are definitely communicate the organisations’ attributes and benefits. job adverts and induction are generally seen as important missing a trick. 78% consider support as being good overall for all levels ways of getting across the employment deal. This focus of management. However it is notable that support on induction is relatively successful with 68% of leaders Other areas where our respondents think HR can add concentrates more on executive than middle or front believing their organisation communicates EVP effectively value to senior leaders to get across the employment line managers/supervisors. Therefore we have an to all new employees. deal is to communicate the EVP more broadly using a opportunity to improve support for managers to range of tools, being involved in face-to-face meetings communicate aspects of the EVP so that it reaches with employees and having clear and transparent policies all levels of the organisation. • 80% believe the CEO/executive receive good or and processes that relate to the EVP. Organisations that utilise social media to engage excellent levels of HR support employees have a more positive response to the level • 69% believe middle management receive good of HR support provided: 83% of them feel that front or excellent levels of HR support HR is definitely getting some of the fundamentals right line supervisors receive good or excellent levels of • 68% believe front-line managers receive good in supporting leaders to demonstrate and communicate HR support. or excellent levels of HR support the employment deal. Much of the feedback refers to support provided to deliver specific aspects of the EVP This highlights that almost a third of managers/ e.g. communicating the essentials at induction or leaders don’t believe they are receiving enough creating a story for job adverts. Having these foundations support to enable them to communicate effectively in place is valued by leaders. Yet they are also asking HR to provide more support so they can communicate and demonstrate the priority attributes and benefits of the organisation on an ongoing basis. This isn’t getting the attention it needs. “ We are having to redefine what we mean by the Employee Value Proposition and how we communicate it. This means rethinking our ” leaders’ role in demonstrating and communicating it as well as defining how HR can best support it. Angela Robertson: HR Director McCain Foods Australia and New Zealand 8 COMMSOSCOPY WWW.IMPACT.COM.AU COMMSOSCOPY 9
  • 6. WHAT IMPACT SAYS HR and internal communication teams need On the improve: to work together to create a strategy that shows all employees what it means to be But help still needed. part of the organisation. Whilst separate activities are an important part of Our 2009 research showed leadership communication skills development as the second highest priority communicating with employees at specific for the year ahead. This year we’ve looked at what progress has been made, and how this impacts the moments, a more strategic and joined-up connection of the EVP to employees. approach needs to be taken to communicating the employment deal and supporting leaders and Taking the premise that communicating the The results from last year showed that CEO and executive managers to demonstrate it. employment deal is increasingly relevant for teams tended to be better communicators than middle organisational success, we have looked at the link and front-line supervisors. This trend continues. between communication skill levels, HR support and 65% of respondents rated their CEO and executive how effectively the EVP is being communicated across team’s communication as good or excellent. This was the management levels in the organisation. broken down into three areas of strategy, benefits and Other findings With less than 50% of the leaders thinking the different values to compare across the leadership levels. • CEOs and executives are searching for more organisational attributes are communicated well, it targeted advice about specific things that need indicates there are some big gaps – the question is doing and want to use feedback more to steer where are the gaps and what can be done to close them? their actions • Middle managers are after training and support to table 4 be better communicators • Front-line supervisors want training in various aspects of people management, toolkits and communication support 10 COMMSOSCOPY WWW.IMPACT.COM.AU COMMSOSCOPY 11
  • 7. Table 4 (page 11) highlights the communication ability This means that almost 40% of senior managers and Understanding what skills are needed is one step WHAT We observe resistance from of leaders at each level is lowest when communicating 60% of middle and front-line supervisors might not be towards finding solutions to address the gap. Overall organisations were strongly aligned about the IMPACT organisations to introducing organisation strategy. This shows a link to the 50% of supported in the way they would like to develop their respondents who think they communicate organisational communication skills. This provides a clear signal to importance of different skills. SAYS communication skills for stability well (see table 2 on page 7). HR to mark it as a top priority for 2011. Our respondents consistently stated that all nine skills middle and front-line managers; Further investigation puts the spotlight on non- Towers Watson states that, “While it’s critical that the 3 highlighted in the research are relevant and needed (see this is an unnecessary and multinational organisations where our research found organisation focuses on building the right culture and table 5 on page 12). For organisations with over 1,000 damaging compromise. Given that equipping only 21% rated their CEO and executive team’s programmes, it’s equally important not to underestimate employees aligning messages with the organisation’s managers to communicate well is a recurring issue communication as excellent. Also, organisations with the role of immediate managers in supporting engagement vision, values and beliefs is more important to them for organisations, and with managers being the over 1,000 employees are less likely than others to and wellbeing”. Managers need the skills to do this. compared to smaller organisations. Yet our findings linchpin for relationships and improving show these same organisations mark down their middle performance for employees, improving their positively rate the communication of middle management Given their critical role in engaging and retaining managers and front-line supervisors as communicators. and front-line supervisors as good or excellent when communication skills should be a priority. employees, more needs to be done to improve their communicating the strategy or benefits. The European Communication Monitor 2010 4 predicts communication skills. a 30% increase in the importance of personal In our 2009 survey, 67% of respondents agreed Significantly, more organisations (59%) that use social communication coaching and communication skills there was a renewed focus on the importance of media agree their organisations allocate enough training as a discipline for organisations over the next communicating an organisation’s values. It would seem resources to middle management and front-line couple of years. Within Australia, the private sector that leaders abilities to communicate these values is consider coaching and mentoring skills to be more supervisors and they consider their middle management creating a gap between what organisations want to do important than the public sector. communication performance as good or excellent. and how well equipped they are to do it. This is an interesting finding as it might indicate the Our previous survey stated that over 90 percent of What is worrying about these results is the 20% plus gap communicators support the best practice premise employees who use social media in their organisations in the perceived communication ability between CEO/ that communicating business direction is vital, that may have more mature expectations of their managers’ executives and front-line supervisors (table 4 on page 11) communicating vision and direction was their top communications, tending to seek answers first using the and the variety of indicators that show communication priority and that this was critical to building long term channels available to them. They refer to their managers skills in organisations are falling short. employee commitment. This still holds true yet our later for clarification or further discussion. These results link to the support provided by HR to the leaders’ ability to communicate strategy is still poor. Overall, the research indicates even though there HR is being told by their leaders that they need different leadership levels; 62% believe enough resources is an improvement in the support provided, there is still support to improve skills so they engage employees are allocated to support CEO/ Exec communication skills a large gap between the level of support leaders are and communicate the business strategy. whereas only 42% believe enough resources are allocated getting and the level needed to improve communication to training middle and front-line supervisors. skills of managers. table 5 “ Compromising on safety communication skills for front-line managers is not an option. As the central point of contact for employees on projects, project managers and supervisors must be able to get across important safety messages. ” Investing a day to improve their skills is a no brainer when we consider the potential downside. Robert Duvel: Manager Operational Services Construction Division Leighton Contractors Pty Limited 12 COMMSOSCOPY WWW.IMPACT.COM.AU COMMSOSCOPY 13
  • 8. Prognosis positive: Going Social: Getting better but not fully fit. Some stay in the waiting room. Many of the attributes of the employment deal aren’t being communicated well and HR is being asked to Twitter, Facebook, Yammer, geo-location social networks like foursquare, blogs, podcasts and online communities provide more communication support, as well as skills training for leaders. Looking more closely at the are the norms for communication. Whilst there is much noise, hype and postulating about social media, our last effectiveness of employee communication, there is some good news. survey showed there were a number of barriers preventing organisations transporting themselves quickly into the Web 2.0 world. These included limited access to technology for many employees, the fear of not being able to In 2009, we stated having robust communication In our experience organisations are putting in place the control the message, and internal technology platforms preventing the use of social networks. planning processes would be critical. Positive steps are foundations for communication to happen, they now being taken by organisations to put plans in place with need to develop and implement a strategic, holistic Since then, the speed of take up for social media remains However previously foreseen barriers are changing. 59% of respondents having a plan for their business. approach to communicating all aspects of the EVP. closer to that of a tortoise than a hare, with only 29% of Losing control of the message was seen as an issue, This figure is higher at 79% for those using social media. organisations surveyed using social media as part of their whereas now 61% disagree that they will lose control This needs to look at requirements to attract, engage Somewhat surprisingly, only 38% of organisations with employee communication. of the message if they use social media. and retain employees while taking into account the 500-999 employees have a plan compared to 80% of different aspects of the employment deal at different There does, however, seem to have been some shift in Furthermore, 65% agree social media is a good tool for organisations with 300-499 employees. stages of an employee’s involvement with the company. thinking; interestingly the public sector is more likely to employee communication if the risks are managed. And Another success factor organisations have been Further thought and attention also needs to be given to see social media as a worthwhile investment than the the myth about social media and Generation Y is developing is the processes they use to communicate. the way the business strategy, vision and performance are private sector (58% compared to 45%) and organisations changing, with 68% disagreeing that social media is only 73% believe they have the right methods to communicate communicated. One aspect of communicating the business with more than 300 employees see it as more worthwhile appropriate for engaging Generation Y. with employees in different locations and 66% have the strategy relates to the skills of leaders; it is seen as an than those with 100-299 employees. right methods in place to communicate with non-office Interestingly, public sector leaders believe there is more essential skill and one that needs improving. based staff. Barriers to using social media still exist with 46% value in using social media than their private sector Measurement is also being used, with 70% CEO/ believing it poses too many legal and other risks and counterparts, if the risks are managed – 75% versus 58%. executives being formally measured on how well they 49% believing it is too difficult to measure the return on They also see it as more worthwhile in investing in social communicate with employees. At the same time, 62% investment of using social media. media than private sector – 58% versus 45%. The private believe their organisation measures employee sector appears to have more resistance to social media: engagement. Matching this measurement to skills training WHAT Organisations of all sizes the barriers are leaders’ skills, risks, losing control of the and advice would address some of the skill gap as well as IMPACT are investing in employee message and it only being suitable for Generation Y. finding ways to engage employees through the EVP. SAYS communication with much The perennial challenge! effort going into the table 6 development of communication 55% of leaders consider lack of time as a barrier to communicating with employees. This is where channels and processes. To really gain value from planning, support and the right tools can help. the investment of time and money, more focus now needs to be on the development of strategies for significant issues in the business. Without doubt more attention on the way the employment deal is communicated will elevate the value of employee communication. 14 COMMSOSCOPY WWW.IMPACT.COM.AU COMMSOSCOPY 15
  • 9. Conclusion We are also beginning to gather evidence from those WHAT We think organisations E organisations using social media about its benefits and IMPACT should consider the need uses; they are more positive about the benefits and less SAYS for social media based concerned about the risks. And of those already using on what they want their social media, 90% believe it’s worth investing in. Looking at the way the employment deal is employee communication to demonstrated, communicated and used in organisations achieve and how best to deliver it. There is no brings to our attention a range of issues organisations are • Only 14% of those who use it agree that social universal answer, and different elements of currently facing. social media should be considered as part of V P media poses too many legal issues and risks. This compares to 59% who don’t use it. your communication strategies – for instance Having an EVP that is clear, known and used to introducing a Facebook group to receive differentiate is one of the main ways that employees • Only 14% of those who use it agree feedback on an issue may be your first step. are attracted, engaged and retained by organisations. organisations lose control of their messages Therefore putting the organisations energy into those A TO Z when they use social media. This compares elements that build a strong EVP that is known and to 30% which don’t use it. enjoyed by employees provides market advantage. What we are seeing is HR supporting leaders in a variety E NHA “ of ways to communicate the employment deal. At certain Many organisations still seem to be sitting on the Social media is being used by points this support is proving useful, particularly to attract fence when it comes to social media, whereas those using it appear to be converts and see improvements in thousands of organisations as a employees and induct them in to the organisation. Beyond this HR support seems to fall short of the levels needed. NCE Y O the way they engage employees, communicate with way to not only engage and U R EMP L The biggest opportunity is in the development of employees and are able to provide HR support. connect with employees, but communication skills for leaders and managers and The Watson Wyatt1 survey shows that 55% of Australia’s to tap into knowledge, uncover focusing communication efforts on those aspects of the OY E R B R A highly effective communicators have increased their use talents, identify ambassadors, EVP and the business strategy that engage employees ” of social media for employees. This matches the NDR E P U T A responses we had from organisations using social media build solidarity and bring and improve business performance. Consideration should also be given to some of the advantages social who considered their communication of the EVP to be cultural values to life. media users are demonstrating in the way they are T I O N W I T H more effective than those who don’t, and who viewed communicating the employment deal. Ignoring this gap Brian Giesen: Regional Director I M P A C T S E their leadership capability as communicators to be higher. between what is needed to demonstrate and Ogilvy 360° Digital Influence Social media is here to stay, but it still may take some communicate the employee value proposition and what X P E R T I S E time to convert a large number of organisations to see is currently happening will lead to further break points in the value in investing in it. New McKinsey research5 the connection between employer and employee. indicates that a payday could be arriving for those companies that use collaborative web 2.0 technologies “ intensively, in that they gain greater market share and higher margins. One of the things you find in companies is that once a culture is Lessons can be learnt from the early adopters on how formed it takes nuclear weaponry to change it... which is one of social media can be used effectively to communicate the primary reasons many organisations have turned from the ” business strategy and support the employment deal. short term engagement focus of internal branding initiatives to more long term focus of employer brand management. Jeff Bezos: Founder Amazon6 16 COMMSOSCOPY WWW.IMPACT.COM.AU COMMSOSCOPY 17
  • 10. About Impact Employee Communications Now in our sixteenth year, Impact Employee Communications is Australia and Asia Pacific’s leading employee communication consultancy—the most awarded, the most specialised, and, with over 600 client results under our belt, the most experienced. We offer end-to-end communication solutions to What makes us different? business challenges for some of Australia and Asia Put simply, Impact’s focus is narrow, but its experience Pacific’s largest organisations. This ranges from strategic is deep and specialised, and to complete the picture, communication planning and leadership engagement, to is a values-driven business. Its team includes former the creative and logistical delivery of tactics to a range heads of communication for major blue-chips and other of audiences. communication, change and engagement specialists. Whether it’s major change, such as restructuring, Our collaborative approach is key to our success. downsizing or an IT overhaul, specific business critical Always ensuring true ownership of employee initiatives such as energy saving, trade union negotiation communication from leadership teams is what makes or safety, or HR specific initiatives such as EVP our work impactful, driving business results. development, career pathway engagement or reward and recognition programs, Impact has been, and Contact: continues to be a first choice for Australian private and Tam Sandeman public sector organisations facing some of their toughest Impact Employee Communications people challenges. Level 2, 72 Christie Street In addition to offering core strategic employee St Leonards NSW 2065 communication counsel, Impact also has five specialist Australia practice areas reflecting the big ticket issues of today. T +61 (0)2 8281 3222 impact.com.au References Specialist areas: • Change Management Communication • Leadership, CEO and Vision & Values Communication UNDERSTANDING THE PERCEPTION, BEHAVIOUR & INTENTION OF EXECUTIVES IN AUSTRALIA • HR People & Culture Communication 1. Watson Wyatt Capitalizing on Effective Communication – 2009/ 2010 Communication ROI Study Report • Industrial Relations and Safety Communication 2. Executive Monitor 2010 – Understanding the perception and intention of executives in Australia • Sustainability and CSR Programs (OgilvyEarth) 3. Towers Watson Perspective Jan 2010 – Employee Wellbeing: Taking engagement and performance to the next level These areas are supported further by our specialist service offering – internal communications research 4. European Communication Monitor 2010 – Status quo and challenges for Public relations in Europe capability, coaching, training, social media, creative 5. McKinsey Quarterly Dec 2010, The rise of the networked enterprise: Web 2.0 finds its payday studio and employee events. 6. (Mosely, RC 2007) ‘Customer experience, organisational culture and the employer brand’ Journal of Brand Management, Vol 15, October pp 123-124 18 COMMSOSCOPY WWW.IMPACT.COM.AU COMMSOSCOPY 19
  • 11. Impact Employee Communications Level 2, 72 Christie Street St Leonards NSW 2065 Australia T: (61 2 ) 8281 3222 impact.com.au