1. SENDING AN EMAIL IS
ENOUGH...RIGHT!
LILY BUTLER, MARKETING CONSULTANT, MODAL

2. “It’s so exciting, we are implementing a new development
program and all participants are enthusiastic, engaged
and fully aware of the why, how and what.” Said very
few.
Sadly I come across many organisations that have the good intentions to introduce and
implement a development program for their employees, however have lacked the
knowledge and “skills” to effectively communicate this and truly engage all that are
involved. We are a society that is so used to being communicated to through digital
mediums that we forget to check in and see if this is actually enough to get our message
understood. Ok, I admit, I am a huge advocate for digital communication but I strongly
believe that it is only to be used for specific messages.

3. So why do organisations struggle to get their
employees engaged?
It is all in the communication…. and how often it is communicated, who it is
communicated to, having open communication (it is a two way street) and what
messages are being communicated to the different levels within the organisation.
Organisations struggle because those in charge of implementing a new
development program are blinded by the end result. They forget to have a well
thought out Communication Plan that gives the participants a chance to ask
questions, understand the purpose, know how it effects them as individuals as
well as the organisation and what the desired result is.

4. How do you communicate this effectively?
As mentioned, a well thought out Communication Plan is key! Make sure you
understand why the program is being implemented, how it is being implemented
and what is being delivered. Know what the expected outcomes are and how all
parties will be involved and affected. Make sure you know what message you want
to share and ensure the messages are informative and succinct.

5. Keep in mind that it is not only the participants that need to be
communicated to. Their managers need to know what exactly is
being implemented, how this will impact their direct report,
themselves and the other team members, what they will gain out of
the program and most importantly what part the manager plays in
this. Will they be required to mentor the participant and do they
have the skills to be a mentor?

6. Consult with the managers and then develop a strategy
for mentoring. Once the details and strategy have been
filled in around the managers role, it is then time to
understand what information other levels within the
organisation require, i.e. Executive’s require high level
information, Managers need more detailed information
and Participants’ require detailed information including
the logistics. Tailor the information and delivery to each
level.

7. It may be tempting to think that once the program is launched and everyone is on board
that the communications should stop. Oh no, this is an ongoing process, and your
ongoing communications needs to be tailored AND DELIVERED the way those involved
require. It is all about reinforcing the key messages and reviewing how everyone
involved is feeling. This can be done through interviews, surveys, or learning groups.
Establish what the general consensus is and, if necessary, address any areas of
concern. Do the participants need more support, are they getting what they need out of
the program, what feedback can we give to the managers and are the managers doing
their job as a mentor?

8. Assess what communication channels are
most appropriate for the message and
research and prepare.
I guarantee there will be hiccups along the
way but by following such a process it will
surely assist in the delivery of a successful
development program!