Results
> Establishing Trust and Engaging Employees
> Surveying Employee Concerns in Times of Tough, Organizational Change
> Streamlining Internal Communication to Improve Customer Service
> Facilitating a Successful Merger Through Effective Internal Communication
> Earning Employee Trust and Support During a Merger and Integration
Establishing Trust and Engaging Employees
ROI Communication helped a recently bankrupt Fortune 100 company re-think and rebuild its internal communications function, regain employee trust, and transform the company’s corporate culture.
Challenge
Emerging from Chapter 11 bankruptcy, a troubled Fortune 100 utility recognized the need to completely rebuild its internal communications function, develop a new communications strategy, re-establish trust with its 20,000 employees and engage them in transforming the company’s culture.
Solution
ROI Communication collaborated with the company’s leadership and communications team to assess their needs, goals and capabilities. Based on that assessment, ROI helped the client embrace a more open approach to communication, developed an employee engagement strategy to re-establish trust, and designed a new communications structure to facilitate the company’s cultural and business transformation.
Among other projects, ROI worked with the company to:
- Develop and host seven daylong, highly interactive Extended Leadership Team Forums with the company’s 2,000 officers, directors, managers and supervisors. The sessions, held throughout the company’s service area, were led by the CEO/COO and featured interactive exercises and multimedia presentations to build understanding and engagement and take ownership of the transformation.
- Design and implement an Officer Visibility Program to facilitate more frequent face to face interaction between officers and employees, rebuilding trust and creating genuine understanding of and engagement in the company’s transformation. The program includes ongoing officer field visits and Q&A sessions in locations across the service area, “Coffee With an Officer” discussions, breakfast and lunch sessions with the CEO, conference calls with the company’s Extended Leadership Team and CEO-led all-employee meetings.
- Establish a Transformation@Work web site linked to the company’s intranet homepage, dedicated to communicating detailed transformation-related information.
- Develop an Extended Leadership Team web site specifically for the company’s 2,000 officers, directors, managers and supervisors, which helps leaders more effectively engage employees in supporting the transformation. The site provides communication resources and tools, a bimonthly news digest on key transformation topics, a 5-Minute Meeting Guide to supplement key messages, and a Q&A mailbox.
Results
Post-event and annual surveys found that:
- 98% of the company’s extended leadership have a better understanding of the company’s transformation vision.
- 94% of the extended leadership have greater confidence in the transformation effort.
- 92% of the extended leadership now feel more committed to making the transformation a success.
- The company is succeeding in communicating and eliciting employee support for the change effort and the company’s vision.
- Trust in senior leadership is increasing.