Quality Service Marketing

Interview with Sarah Perry on Innovative Approaches to Internal Communications

Sarah Perry is Sales and Marketing Director at SnapComms, a New Zealand based firm that provides innovative technological solutions “with a pragmatic approach” to improve internal communications and strengthen employee engagement. I wanted to interview Sarah because I was impressed with the way SnapComms applies new technology to address real employee communications issues, not just offering tech tools that are cool to use.

Company Overview   

SnapComms offers a fascinating array of tools that facilitate top-down, bottom-up, and lateral communications within organizations. For example:

• Snap Shots– interactive screensavers that can be used to share corporate initiatives and encourage employee participation
• Snap Mag – an electronic employee magazine that includes user-generated content to keep employees informed while effectively managing (and helping to reduce) information overload 
• Other “Snap” interactive tools that make social media easy for internal communicators to use and help streamline communications, such as desktop alerts, newsfeeds, and targeted intranet updates.

SnapComms serves a global client base in the UK, USA, Canada, South Africa, the Middle East, Australasia, Caribbean, and South America. Its client companies range in size from 50 to 29,000 employees.

QSM: Based on your experience, Sarah, what are the top 2-3 communications challenges organizations are struggling with today?

Sarah: Resource, in terms of hours in the day versus workload, seems to be a huge issue right now. Organizations are downsizing their internal communications teams or expecting existing teams to manage an increased work load. I also think that social media can suck up a lot of time and presents some significant challenges to internal communicators (e.g., monitoring trends on external social media channels; also dealing with the reality that internal communications need to be faster and more authentic or ‘stories’ break on their own and are not always accurate). In other words, the role has become more complex and time critical, whilst unfortunately, the resource is reducing.

QSM: Given the expansion of communications technology going forward, how will organizations best balance the “high tech” and “high touch” elements of internal communications?

Sarah: I’m not sure that “high tech” and “high touch” need to be mutually exclusive. (I’ll assume that “high touch” means the face-to-face types of communication.)

Social media is making it much easier for people to connect regardless of location, and tools like Webinars are almost as good as face-to-face for building relationships. Video will start to replace some of the more traditional town hall meetings (especially if you can use delivery tools that monitor who is viewing and allow interaction).

I think the “high touch” is really the domain of line managers (from an internal communications perspective). The focus will increasingly move to line managers, and we need to raise the profile of communications as a key part of a manager’s role. Some of this can be achieved by providing guidelines and training and measuring and managing communications as a KPI [Key Performance Indicator]. There’s a need to actively reward good managers and coach those who need it.

QSM: What scenario(s) do you project regarding how organizations of the future will use internal communications to engage employees?

Sarah: Internal Communications has become more of a recognized discipline over the last few years; this will continue. (I’m always pleased when a smaller organization approaches us and clearly realizes the benefits of good internal communication. Fortunately, we are seeing this more and more).

Other trends will be:

• Cloud computing will make remote collaboration easy and affordable, so it will become more commonplace.

      [Here’s how Sarah explains cloud computing.] From an employee    communications perspective, this means low cost, scalable software solutions offered as a service which anyone from anywhere can access (typically via a web browser) and collaborate with anyone anywhere (with appropriate security). This is nothing fundamentally new - the key difference is that corporates are now more comfortable with using solutions like this. This is mainly due to the fact that hardware can now be ‘virtualized’ which makes the solution ‘redundant’ [meaning] very reliable and cost effective; i.e., if a server somewhere falls over, other servers elsewhere in the cloud automatically pick up the slack. Current examples include salesforce.com and Google docs.]

• The reducing cost of bandwidth will make tools like video conferencing and multimedia in general much more prevalent. 
• Social media will no longer be called ‘social media’ - it will just be another channel or tool in the tool kit.
• Micro blogging will have found its very small niche (from an internal communications perspective) and the hype will have died down.

I did read an interesting blog post about holographic communications being less than 10 years away due to quantum computing – now that will be an interesting town hall meeting!

QSM: Thanks, Sarah!

Help for Communicating with Employees

I found two great resources on internal communications that I want to share.

Melcrum’s Source for Communicators recently featured a great article on how to help prepare managers who have to deliver difficult news. It provides guidance on creating the appropriate communications environment for employees + helping managers build their confidence in communicating in a challenging situation.

I’m also happy to recommend Jane Vanderhorst’s new blog focused on helping HR professionals with employee communications, The Inside Voice: Effective HR Communications That Engage Employees. Check it out and then pass it along to the HR folks in your organization.

Management Tools of Engagement for Engineers

One of the reasons I enjoy my work as a marketing trainer/facilitator is that I get to present to a lot of different audiences, ranging from nonprofit managers to engineers-in-training.

It was this latter group that I met with recently when I spoke about “Management Tools of Engagement” (based on internal marketing) at SUNY’s College of Environmental Science & Forestry (ESF). My presentation there was sponsored by the Syracuse Pulp & Paper Foundation (SPPF) as part of a program to share management principles with students in Paper & Bioprocess Engineering. (Graduates of this challenging and prestigious curriculum are frequently on a fast track to management in paper mills and plants.)

With my background in service industries (mostly non-union), I was somewhat apprehensive about my presentation to these students. But after doing my homework – talking with a number of colleagues who worked in manufacturing – I learned that the challenges of effectively managing people are the same regardless of industry.  The reality is how these future managers will apply their tools of engagement will depend more on the company’s culture than the industry itself.

In the Q&A portion of my presentation, we talked about working with unions. My suggestion of treating the unions as internal customers was met with considerable interest. After further discussion among the students, faculty, and staff, who shared their work-related experiences with unions (from both membership and management perspectives), we agreed on the need to build trust and mutual respect through effective internal communications and good working relationships.

Sounds simplistic in theory, although not in practice. At least these engineers/future managers have a clue as to what they’ll need to do.

Gather Round: A Staff Meeting Template that Works

With e-mail dominating internal communications, staff meetings are becoming a lost art form. Here’s a meeting template that helps engage employees and minimize their passive participation.

A little background: I developed this template for a marketing communications firm that needed to bring together its creatives and administrators (aka “the suits”). With the account execs out on client or media visits and the creative staff at their desks, casual internal communications was no longer effective for this group of 12 employees.

The following hour long agenda was used in staff meetings held twice a month. This template can be adapted by other organizations to suit their needs.

1. What’s going on – agency principals share strategies, policies, and organizational updates (approx. 10 minutes)
   
2. Business development – briefly sharing information (approx. 20 minutes) on:
   1. new clients and prospects (including which account execs were involved so staff knew who to go to if a new client or prospect called)
   2. client opportunities (ideas/suggestions on “what else” can be done or offered to help clients achieve their marketing & sales goals)
   3. analysis of lost business (what happened)
      
3. Campaigns in progress – brief sharing of new creative work and, if needed, existing campaign updates (approx. 15 minutes)
   
4. Lessons Learned – one or two employees voluntarily share a recent work-related experience (approx. 5 minutes):
   1. Favorite Mistakes (things we did that we don’t want to repeat)
   2. Favorite Catches (good things we did that we hope to do again)
      
5. Wrap up/next steps – summarizing any follow up action items (approx. 5 minutes).

The result of the new meetings was a more informed and cohesive staff who better understood the firm’s business.They also expressed a better appreciation for how their individual and collective efforts contributed to client service and satisfaction.

From Fish to Fireside: Making Time for Employee Communications

You’d think that internal communications would be easier with company layoffs since there are fewer people to communicate with. But with the remaining employees expected to do more with less (including time), how do you maintain internal communications?

Here are several small group communications approaches & motifs that companies use:

• “Sardine seminars” – employees share specialized skills or knowledge with each other in a condensed time frame. Think brown-bag lunches or designate a prescribed time (ranging from 20 minutes to an hour) to conduct such a session that will help bridge organizational silos.
• Fireside chats – an informal gathering where managers can listen to employee concerns and issues. (Set up a computer screen with a burning yule log for atmosphere … and don’t forget the coffee, tea & sweets!)
• “Studio Executive Coffee Series” – The Walt Disney Studios hosts these in which small groups of employees get to meet with senior executives to learn about what they’re working on. (You can read more about Disney’s internal communications on Melcrum's The Source for Communicators.)

I’d love to hear about other ways companies “package” internal communications among employees as well as between management and employees. (Speed meetings, anyone?) Your ideas are welcome!

Interview with Barry Nelson on Employee Communications & Commitment

Corporate communications expert Barry Nelson, founder of The Story Board, is a strong advocate of workplace journalism – a business communications approach that addresses employee concerns along with business concerns. With economic turmoil taking a toll on employee engagement, I wanted to get Barry’s perspective on how we can use employee communications to make a difference.

QSM: What’s the most important message that companies need to send to their employees to minimize disengagement?

Barry: The whole trick of getting through hard and trying change with your people still behind you emotionally is to establish a mutually caring human connection with them. Business reasoning and economic motivation aren't unimportant, they're just not the most powerful tools. To establish such a connection, the company can't simply tell, but must show its staff that the company's top management cares about them as human beings, not just work assets. That means a company must set up institutional infrastructure -- policies, systems, programs -- that average workers can recognize as promoting their welfare. This goodwill toward workers can't be whimsical or dependent on the style of a boss who may be gone tomorrow -- it has to emanate from and be embedded in the company itself.

A well validated body of research shows that companies where employees believe their organization (not just their direct supervisor) supports their best interests, are overwhelmingly more likely to enjoy high, across-the-board levels of employee loyalty and commitment than those where that perception is lacking. But for employees to get and maintain such a perception, they need a continuing stream of evidence that it's so. This presents an opportunity for internal communication programs to systematically provide the needed evidence. That's why I've always urged that at least a portion of the content in ongoing internal communications should be about issues employees experience in the work environment, and what the employer is doing to help. It can't be all about management's view of the world.

QSM: What internal communication trends do you see emerging in the coming year (or two)?

Barry: Really hard to say, but I would hope that the immensely more difficult job of maintaining employee commitment in these hard times, when work-force and perhaps pay reductions may be unavoidable, might drive our more resourceful colleagues toward more empathetic, less management-centric forms of communication. The rise of social media clearly offers that potential, as overall communication becomes more multi-directional and democratic. But without an underlying philosophy that management doesn't have all the answers, that employee views matter greatly, even on issues not perceived from the top as central to the strategic agenda (but which could be disrupting efficiency and sapping worker vitality) -- without this more humble institutional mindset, the mere implementation of new communication toys won't do much good.

QSM: What advice do you have for smaller organizations who don’t have anyone formally responsible for employee communications?

Barry: Such an organization these days is almost surely one with a small enough work force that a high level of personal contact by the top leaders is either happening or at least possible. I'd advise those leaders, and the HR or administrative staff who support them, to remember that you lead people mainly by their feelings. And those feelings won't run in your favor unless you show your people, often and sometimes very deliberately -- going out of your way if necessary -- that you genuinely care about them. There's no more powerful communication, or one more likely to be repaid, than an act or expression of love. You don't need a communication degree to send that message. But you do need to really feel it.

QSM: This is great advice for every manager and business communicator. Thank you, Barry!

"Engaging Voices"

I was honored when Terry Seamon asked me to be a guest blogger for his “Engaging Voices” series about how to thrive in this difficult economy. Terry is an organizational development & training professional who’s active in the Employee Engagement Network.

My guest post was about the need for companies to be attentive not only to their customers, but to their employees as well. Since then I came across a Forbes’ article that also encourages an employee-focused approach: Quantum Market Research (the folks who survey employees to determine the Best Places to Work) recently explored the negative impact of the economic crisis on employee engagement levels. Among the “lessons learned” enabling some companies to maintain high engagement levels, Quantum cites open and honest communication along with continued focus and commitment to employee development and well-being.

In no way will I minimize the importance of being employee-focused. I just wonder why it takes a financial crisis to get some companies to recognize the value of their human capital. My hope is that if they listen to those of us voicing employee-engagement advice and get through this crisis, they don’t go back to business as usual.

Reflections in The Employee Customer Mirror

To describe the impact that employees have on customers, I often use a mirror metaphor. This “employee-customer mirror” reflects the reality that customers are affected by what employees experience on the job. If employees are frustrated by company policy or internal politics, their attitudes can be projected onto dealings with customers. And who wants to be served by a  disgruntled employee? It takes only one or two such encounters (depending on the customer’s tolerance threshold) before a customer takes his/her business elsewhere. And who knows how many other customers will hear of the experience?

It’s an easy principle to remember: the way employees feel is the way customers will feel – and if our employees don’t feel valued, neither will our customers. Unfortunately, too many organizations take this relationship for granted. (Don’t even think about using current economic conditions as an excuse.)

How do you manage employee-customer care? I’m talking the basics here:

• open the lines of organizational communications (top-down, bottom-up, and laterally)
• involve employees in improving the business operations - whatever is needed to survive and thrive
• provide opportunities for continued learning and professional development
• recognize employees who continue to rally the energy and enthusiasm to serve customers and co-workers despite limited resources.

What do you see when looking into your organization’s Employee-Customer Mirror?

• a shiny reflection of employee- and customer-satisfaction?
• a blurred image that needs polishing to be more employee- and customer-focused? or
• a cracked image opening up opportunities for your competitors?

Great Business Resources

It's back to business now that the holidays are over. Here's a list of some great resources that I compiled over the past month to share with you.

Professional Development
The 23rd Annual Services Leadership Institute, March 9-11, 2009, presented by the Center for Services Leadership.

HR and Communications e-letters
Keeping the People - with insight on how "best" employers are leading in tough times.

The Corporate Communicator - Bon Mot Communications'free e-zine "helping corporate communicators do more with less." Subscribers are invited to attend a free teleseminar/webinar, "Communicating Confidence in an Era of Low Trust," on February 17, 2009. Learn more about this topic from Bon Mot's white paper, The Low Trust Epidemic: Why It Matters and What Communicators Can Do About It.

Nonprofit Management
Realistic and refreshing advice about surviving these challenging times from nonprofit leader Jan Masaoka.

New blogs that are worth reading
Marketing Mindset by Frank Haas, a long time colleague and friend of mine.

The Business of Service by Scott Miller.

Customer Management
Check out Becky Carroll's blog post series from Nov. 17th, 18th, and 19th, covering the recent Customers First Conference.

Internal Marketing Spotlight: Zappos.com (Part 2)

I’ve learned a lot about Zappos.com since my tour there, and I continue to be impressed with the organization and its brand. Here’s why.

Zappos works to ensure its employees feel a strong bond with and within the company.

• With more than 1700 employees operating from the corporate office in Las Vegas and its fulfillment center in Kentucky, Zappos considers itself “One company – two locations.” To “build a positive team and family spirit” (one of Zappos' core values), employees travel in teams to visit the other location and experience the work done there.
• Team-related activities reinforce cohesiveness, such as periodic department parades through the office. One of my favorite examples is the Finance Department and its weekly “Random Acts of Kindness” award given to fellow employees.
• Zappos encourages employee celebration with major employee gatherings that include an annual summer picnic for employees and their families. It also hosts a special Vendor Appreciation event and even closes the office for a few hours so that ALL employees have the chance to attend.

Zappos invests in developing its people.

• All new employees working in the corporate office, regardless of their assigned jobs, go through extensive training in the Customer Loyalty Center (i.e., the call center) to learn about the heart of the operation. It not only gives employees an appreciation for core customer service and interaction, but enables them to pitch in during peak times.
• Zappos hires for both proficiency and culture fit. You may already be familiar with their unique practice of offering to pay prospective employees to quit.
• As part of its training & development, Zappos maintains a library of management and motivational books for its employees. Book cases line the lobby of the Las Vegas office with these books that are free to Zappos employees, vendors, and visitors.

Zappos engages its employees and customers with open communications.

• Is there anyone familiar with social media who doesn’t know about Zappos’ use of blogs and Twitter? All levels of employees, from the front lines to senior management, communicate this way – think of it as “employee-generated media.”  These conversations can be followed by customers and anyone with access to social media, including competitors!
• The company also communicates in more traditional ways, such as an “All Hands” meeting, a annual company-wide forum (held in the Las Vegas and Kentucky locations) in which management shares how the company is doing.
• Combining traditional and social media enables communication to flow openly at Zappos: top-down, bottom-up, and laterally.

Coming up next

Effectively engaging employees, investing in them, and communicating with them openly & honestly – these are just a few of the many things that contribute to Zappos.com’s success. In my next post I’ll share what the Zappos brand means from the employees’ perspective.