『OTSP #6: One Size Fits Nobody — A Better Way to Communicate Employee News』のカバーアート

OTSP #6: One Size Fits Nobody — A Better Way to Communicate Employee News

OTSP #6: One Size Fits Nobody — A Better Way to Communicate Employee News

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10月19日まで。※適用条件あり
Communicating news to employees used to be a straightforward proposition: Publish the company newspaper or magazine, and give everyone the same information at the same time. Today, communicators can target news by audience, location, channel, source, and relevance. But the greater challenge is deciding what qualifies as news and what you hope employees will think, feel, or do after receiving it. In this episode of “On The Same Page,” Shel Holtz and Mark Dollins discuss why employee news cannot be one-size-fits-all — or a one-and-done — and explore the importance of timing, sequencing, trusted voices, employee influence networks, and planning for what happens after the announcement. Raw transcript: Shel Holtz: So, Mark, I don’t know about you, but when I got into this business, communicating news to employees was what employee communication was all about. Was that true for you? Mark Dollins: Yes, exactly right. Often, it was one size fits all: Hit that button, and now everybody knows. It was really simple. Shel Holtz: My first job was with an energy company, ARCO, which doesn’t exist anymore. It was acquired by British Petroleum after I left. An interesting story: One of the people I knew who was still there—Dave Orman, who ran the department—said someone at BP who had been with another company it acquired asked whether he knew how to pronounce his company’s name. I think it was Amoco. Dave said, “No, how do you pronounce it?” He replied, “BP. The Amoco is silent.” Mark Dollins: Clever. I like it. Shel Holtz: Just to give you a heads-up about what it was going to be like. We had a newspaper. Sometimes it was eight pages; sometimes it was 16. Every Friday, it was delivered to all 55,000 employees in the company. Everybody got the news, and everybody got the same news. Today, there are organizations doing internal communication that don’t actually have a news vehicle. They don’t communicate the news. They’ve shifted entirely to a proactive, strategic approach to communication. Mark Dollins: We may have been separated at birth, because my first corporate job was also with an energy company. Our communication to employees was a monthly magazine—anywhere from 32 to 38 pages. To your point, everybody got exactly the same news and information at the same time. There really wasn’t a sense of urgency. Communicating news meant communicating what we decided was news employees needed to know, when we decided they needed to know it. Things have changed considerably with the advent of social media and immediate communication. Of course, there also used to be a wall between internal and external communication. You could get away with some things. That’s not possible anymore. That wall is invisible. Shel Holtz: I remember when I was at ARCO, Dave brought Roger D’Aprix in to speak to us. I believe he was with Xerox at the time. Roger was pushing this whole notion of proactive communication: You communicate to prepare employees for what’s coming, ensure they are aligned, and make sure they know what they need to know to understand and support whatever is about to happen. Everybody on the ARCO staff, with the exception of the graphic designers, had a daily newspaper background. We were all newspaper reporters. That was what they wanted—people who could report the news. There was pushback against what Roger said: “You mean we’re not going to report when the Trans-Alaska Pipeline terminus station blows up and kills three employees?” You do need to report that, but you also need to be proactive. Today, though, let’s talk about news. Mark Dollins: Indeed. How we communicate news today is critical. While one size doesn’t fit all in communicating news, I believe it is important to apply a strategic filter when deciding how to report it. Shel Holtz: Do you want to report absolutely everything that goes on? Even in public journalism, you don’t report everything that happens. There are editorial decisions. What is news? Mark Dollins: That’s the most basic question: What is news? What makes people interested? What is going to produce an “Aha!” rather than a “Ho-hum, I’m not interested”? Shel Holtz: Of course, news in an organizational or internal communication context is not necessarily defined the same way it would be at the Los Angeles Times or The Wall Street Journal. Mark Dollins: Remember all the filters you were supposed to apply in journalism school—proximity, timeliness, relevance, and so forth? Some are applicable here, and some less so. For global companies, proximity may not be geographic. The connection may be that my company’s name is involved. That gives it some relevance. Shel Holtz: But what’s relevant to an employee in Paris working in sales is not necessarily relevant to an employee in Peoria working in a manufacturing facility. When we started—with your monthly magazine and my weekly newspaper—the technology limited what we could do to...
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