PR tool-manager.pdf

TOOLS: LINE MANAGER COMMSYou can read this article online, go to: www.melcrum.com/manager-comms-plans COMMUNICATION PLANS FOR MANAGERS T here are four core competencies that every manager needs to possess to be an effective communicator – insight; feedback/coaching skills; listening skills; and, of course, communicating. Here’s why these competencies are critical: n Insight is needed for planning performance goals and linking them to company priorities. n Feedback and coaching are needed to pinpoint improvement opportunities and to help employees prepare for future assignments. Table One: Manager communication competencies COMPETENCY ASSOCIATED BEHAVIORS 1. Insight n Connect company strategy to marketplace events Align work unit priorities to company goals n Define individual performance objectives and metrics n Convey customer needs n Explain the rationale and benefits of major changes n 2. Feedback and coaching 3. Listening n Listening skills are necessary to draw information out of people and to probe the root causes of problems. n Communicating – both orally and in writing – is key to shaping employee beliefs and attitudes. The righthand column in Table One lists common behaviors associated with these competencies. However, it’s worth noting that this list is not meant to be all-inclusive. Creating a communication plan involves managers thinking through the message they wish to convey, understanding their target audience and determining the best way to deliver their message. The following templates and change model demonstrate the kind of planning guidance that could be included in a manager’s communication toolkit (the level of sophistication of the planning process could vary depending on the complexity of the communication initiative and the seniority of managers and leaders involved). Sample communication plan [see Box One] Purpose: Describes the components of a communication plan and provides insight into elements that should be taken into consideration at the planning stage. Benefit: Helps managers present a communication strategy. Tips on applying: Be clear on objectives and be sure messages and approach align to those objectives. n Identify ways people can be more effective Recognize and reward good performance n Prepare people for future assignments n Point out available tools and resources n Help others learn and adapt n Stay focused on the speaker Strive to understand the speaker’s position before reacting n Ask clarifying questions to start a dialogue n Probe to determine root causes of problems n Listen for underlying thoughts and feelings n Objectives Here are the communication objectives management wants to achieve: 1) Employees are aware of what’s changing, the rationale and what it means for them. Metrics: n 80 percent of employees believe the information they received explained the changes thoroughly. n 80 percent of employees believe they understand what the changes mean for them personally. n 90 percent of managers believe they know what to do by when. n Determine the message you wish to convey Make the point using simple, direct language n Write clearly and concisely n Align words and actions n Consider who else needs to know n © Melcrum Ltd. 2012 For more from Strategic Communication Management magazine go to: www.melcrum.com Background XYZ Company has been losing ground to competitors for the past five years. To turn the business around, the company must: n Reduce operating expenses. n Nurture and reward innovation. n Enhance product quality. Focus groups have been conducted with midlevel managers and employees from all key line and staff groups to assess their understanding of the need to change, concerns about future direction and needs for information. Based on that input, this communication plan describes the suggested process for communicating HR changes to employees. How can we get our managers to be the best communicators they can be? Providing them with the right communication plan is a start, as is identifying the key traits we want them to demonstrate. Here, we use information from Melcrum’s Developing a communication toolkit for managers report to help you. 30 BOX ONE: SAMPLE COMMUNICATION PLAN To achieve these goals, the company is implementing a new strategic plan. To ensure employee actions and rewards are fully aligned to the plan’s objectives, the company is also overhauling a number of HR processes, including pay plans and performance management systems. n 4. Communicating The core competencies that every manager needs to be an effective communicator are insight; feedback/coaching skills; listening skills; and, of course, communication 2) Employees stay focused on customers throughout the transition. Metrics: n Customer satisfaction scores remain at current level or better. n Calls to HR call center are less than 5 percent above normal. n Manager and employee feedback suggests the changes produced minimal noise and distraction across business units. scm September 2012 scm September 2012 Challenges Factors likely to produce resistance to change are: n Employees must learn new processes. n Employees have more pay at risk. n Managers need to have tough discussions with low performers. Key messages Alignment: HR processes are being aligned to the strategic plan n New incentive plan. n New performance management process. n New selection process. Rewards: Employees will have new opportunities for rewards n Greater link between pay and performance. n New professional development program. n Broader opportunities for career advancement. Clarity: A consistent HR approach will be used companywide n Greater clarity of employee roles and responsibilities. n Managers have easier time assessing employee contribution. n Common benchmarks used to measure results. Approach Gain active support from managers n Provide tools – e.g., Q&As, talking points – that help managers deliver key messages. n Prepare managers to hold difficult discussions with employees. Provide clear instructions n Keep communications simple, straightforward and direct. n Prepare employees to take necessary actions. Listen and respond to feedback n Capture ongoing feedback from managers and employees. n Maintain flexibility, respond quickly to communication needs as they surface. 31 Email managers a copy of the letter two weeks before it goes out Encourage managers to communicate the changes before employees receive the letter and ask about them Communication 32 Reinforce messages as necessary Communication © Melcrum Ltd.. For a larger change management program. test and produce communications Communication February DEVELOPING Prepare managers to implement the changes in their business units Phase 2: Prepare managers to communicate changes Tips on applying: Complete MESSAGING Develop manager briefing kits highlighting HR changes. managers may wish to conduct focus groups to gain a better understanding of employee needs and concerns. if the issue is minor. tactics. a summary statement and supporting evidence (e. facts. purpose and accountability of the plan. it may not be necessary to do a full-blown stakeholder analysis. why. a few hallway conversations might provide all the feedback managers need. For example. Yes Line up HR and line management representatives to serve on execution teams to review comms materials and implementation plans for business units each step in order. Include a video modeling manager/employee discussions about the changes and potential employee reactions Finalize communication plan and review with stakeholders RESEARCHING Communication January 4 Test communication plan with target audience to ensure effectiveness Phase 1: Finalize communication plan 3 ACCOUNTABILITY 2 PURPOSE No TACTIC No TIMING by-step framework for developing a change communication strategy and tactics. manager communication responsibilities. etc. five steps of a successful change communication campaign.melcrum. Prepare leaders to answer questions Yes Include a segment on HR changes during the monthly senior leader meeting March Craft key messages Project manager Yes Ensure communication and implementation plans are appropriate across business units. resist the urge to begin at Step 4. however. Use HR site for posting follow-up information Keep an archive of communication materials in one location Communication April Hold manager/employee discussions to explain the changes and their implications Ensure all employees know how the HR changes will affect their job responsibilities and pay opportunities Managers April–May Prepare and publish a newsletter article on how the implementation schedule is proceeding Reinforce the message that changes are being implemented throughout the company Communication June Send an email or letter to all employees stating that by now they should have had a conversation with their manager about the changes. reactions and opportunities to enhance perceptions n Present results to those leading the change effort n Supplement communication as necessary Yes END TOOLS: LINE MANAGER COMMS 33 . No Sample plan for communication tactics [see Table Two] Measure impact of the change. counter negative beliefs and enhance people’s understanding n Express each message in terms of a theme. 2012 For more from Strategic Communication Management magazine go to: www. when and who involved. Create.com scm September 2012 scm September 2012 n Yes Expectations established? Identify what needs to be accomplished n Determine whom you wish to reach n Decide what your target audience should know. Gauge and present results Purpose: Describes the Benefit: Helps managers think about the how. feel and do Deliver follow-up communication based on survey results n Survey vendors ACTIVITIES Gauge results: compare actual to target results and determine whether follow-up communication is warranted 1 Conduct a telephone survey with a sample of managers and employees Define objectives CONTRACTING No Phase 3: Survey managers and employees to assess the effectiveness of communication June n Project manager n Ensure all implementation partners are ready to support the changes n Conduct final readiness check before distributing kits. n Communication n Prepare kits for distribution Plan communication approach and tactics Create prototype communication Test prototypes with target audiences Revise communication as necessary Obtain approvals and finalize deliverables Communicate the change Finalize briefing kits n Communication Craft persuasive messages that reinforce positive beliefs. Determine audience mindset Change communication model [see Figure One] Purpose: Describes the timing. Assess whether modifications or additions are needed The amount of work managers do at each step should reflect the size of the communication issue. spending as much or as little time as warranted by the communication objective. statistics.Figure One: Change communication model Email briefing kits to managers and post on HR website.g.) Ensure briefing kits achieve desired results n Pilot test briefing kits with selected managers Define what your target audience currently believes about issues related to the change n Identify the values and perceptions driving those beliefs n Outline likely challenges to your message Execution teams n Suggest modifications for key business units Audience involved? Review briefing kits and implementation approach Themes compelling? Human Resources Challenges determined? Describe the pending changes and implementation calendar. and talking points for addressing employee questions and concerns. No Table Two: Sample plan for communication tactics 5 Benefit: Provides a step- Targets achieved? ASSESSING Tips on applying: Clarify who will take responsibility for each element of the plan and set firm deadlines for each phase.