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Successful Employee Communications: A Practitioner's Guide to Tools, Models and Best Practice for Internal Communication [Pehme köide]

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  • Formaat: Paperback / softback, 256 pages, kõrgus x laius x paksus: 234x156x14 mm, kaal: 395 g
  • Ilmumisaeg: 03-Jun-2019
  • Kirjastus: Kogan Page Ltd
  • ISBN-10: 0749484527
  • ISBN-13: 9780749484521
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Successful Employee Communications: A Practitioner's Guide to Tools, Models and Best Practice for Internal CommunicationSuurem pilt
  • Formaat: Paperback / softback, 256 pages, kõrgus x laius x paksus: 234x156x14 mm, kaal: 395 g
  • Ilmumisaeg: 03-Jun-2019
  • Kirjastus: Kogan Page Ltd
  • ISBN-10: 0749484527
  • ISBN-13: 9780749484521
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9780749484521.html
Märksõnad:
Communicate change effectively and bring stability and clarity in difficult situations through insight and lessons from global brands including Unilever, John Lewis, HSBC, and KPMG, with this essential guide for anyone responsible for managing the communications around employee engagement, motivation, retention, and change management.

Communicating a company's goals, strategy, and tactics, change processes and brand values effectively within the workplace, makes a real difference to the success of any business. When handled professionally, it will have a positive impact on employee engagement, organizational culture, and performance.

This new book written by leading PR and internal communications experts shares the exclusive stories of leading practitioners across sectors and industries, including manufacturing, telecoms, pharmaceuticals, professional services, FMCG and more, to demonstrate the tools, models and practices that have overcome a variety of challenges in a range of organizations.

Explaining how to make the case for internal communications at all levels including: -Advice on how to set objectives -Selecting the right communication channel -The best way to deliver tough messages -How to evaluate and collect effective data

Successful Employee Communications delivers an essential and easy-to-follow framework for delivering engaging communication strategies that work.
Figures and tables
xii
Preface: Read this first xiii
01 Making the case for employee communication
1(17)
Chapter objectives
1(1)
What exactly is employee communication?
2(1)
Context matters for employee communication
3(1)
Defining employee communication
3(1)
Where does the employee communicator's value lie?
4(1)
The content producer
5(1)
Behaviour drivers
6(1)
Supporters and facilitators
7(1)
Asset growing
8(1)
Choosing your own value proposition
9(1)
Defining the value you add through employee communication
10(2)
Getting the basics right
12(1)
Driving outcomes
13(1)
Supporting others
13(1)
Asset builders
14(1)
It's not one or the other
15(1)
Conclusion
15(1)
References
16(2)
02 Conducting your own employee communication audit
18(21)
Chapter objectives
18(1)
Why bother reviewing your employee communication?
19(1)
A few pitfalls with auditing employee communication
20(1)
The audit wheel - a simple guide to what to look at
21(1)
Communication effectiveness - are we doing the right things?
21(11)
Constructing the audit: Research methods
32(4)
Conclusion
36(1)
Notes
36(1)
References
37(2)
03 Setting objectives for employee communication plans: Considerations, frameworks and examples
39(20)
Chapter objectives
39(1)
Wants, needs and problems
40(1)
Giving stakeholders what they want
40(1)
How might communicators be contributing?
41(3)
Adopting a consultant mindset
44(1)
Setting out the route: The ARROW framework
45(2)
Managing concerns
47(3)
So, you've helped your stakeholder explore the problem to be solved. Now what?
50(1)
The core business/organizational aim
50(1)
The communication objectives: Do, feel, know
51(1)
Employee behaviours: What do you need people to do} Who needs to do it?
52(1)
Employee perceptions/mindsets/attitudes/values/beliefs: How would you like people to feel}
52(1)
Employee knowledge and understanding: What would you like people to know}
53(1)
Using research to fill the gaps
53(1)
Making communication objectives SMART
54(1)
So, where are we now?
55(1)
A final word on flexibility
56(1)
Conclusion
57(1)
References and further reading
57(2)
04 Understanding your audiences: What practitioners do in practice
59(20)
Chapter objectives
59(1)
Let's start with a quick test
60(3)
Know your place
63(3)
The essentials we all need to know
66(1)
Segmentation
67(4)
Segments with personality
71(4)
Where to get your audience data
75(2)
Conclusion
77(1)
References
77(2)
05 Messaging: Managing meaning
79(22)
Chapter objectives
79(1)
Frame, narrative, message
79(3)
It all starts with framing
82(1)
Narratives connect
83(9)
Getting your message straight
92(7)
Conclusion
99(1)
Note
100(1)
References
100(1)
06 Choosing channels for employee communication: Finding inspiration from others
101(18)
Chapter objectives
101(1)
Why every organization needs a good toolbox
102(3)
First steps in reviewing your channels infrastructure: Five questions from our case studies
105(3)
Changing channels and introducing new ones: Five tips from our case studies
108(3)
Tone, content and earning attention: Five lessons from our case studies
111(3)
Five reasons why employee voice matters
114(4)
Conclusion
118(1)
Notes
118(1)
References and further reading
118(1)
07 Line managers as communicators: How to help them add the most value
119(22)
Chapter objectives
119(1)
Seeing it from the leader's perspective
119(1)
Briefings, cascades and `getting the message out'
120(1)
But what does it mean? And why should I care?
121(1)
Putting theory into practice: How can leaders add the most value?
121(1)
Busting a myth: People don't always want to hear it from `my line manager'
122(6)
So what do leaders who communicate well do?
128(1)
What about cultural variations?
129(1)
Building leaders' communication competence: Training and coaching
129(1)
Training topics to consider
130(4)
Creating the right environment: Make it easy
134(3)
Why does it matter? Investing time and energy in leadership communication
137(2)
References
139(2)
08 Making it happen: Making sure your great ideas see the light of day
141(20)
Chapter objectives
141(1)
Why is employee communication so difficult (for some of us)?
141(1)
The big five EC facilitators
142(3)
Bringing value into focus
145(1)
Playing the right communications role
145(2)
Processes that work
147(8)
Networking and collaborating
155(2)
Competencies: What it takes to do the job
157(1)
Conclusion
158(1)
References
159(2)
09 Employee communication planning for change
161(20)
Chapter objectives
161(1)
When a plan comes together
162(5)
Why does change feel difficult?
167(6)
How do we change behaviours?
173(6)
Conclusion
179(1)
Note
180(1)
References
180(1)
10 Sharing the bad news: Communication in tough times
181(17)
Chapter objectives
181(1)
It's not always sunshine and roses
181(1)
Why should an EC professional care about bad news?
182(1)
Let's just tell them it's not as bad as they think
183(2)
Fearing the worst
185(2)
Thinking about breaking bad news - some principles
187(4)
It's how you say it
191(1)
The announcement
192(1)
Preparing leaders and managers
193(2)
Building your bad news muscles
195(1)
Look after yourself
196(1)
Conclusion
196(1)
Note
197(1)
References
197(1)
11 Is it working? Employee communication evaluation and measurement that adds value
198(19)
Chapter objectives
198(1)
Why should we bother with communication evidence?
198(5)
What specifically should a communicator look at?
203(7)
Owning your own data
210(3)
Analysis and insight
213(1)
Reporting for action
214(1)
Conclusion
215(1)
Notes
215(1)
References
216(1)
12 Communicating on purpose: Helping employees find meaning in the modern workplace
217(14)
Chapter objectives
217(1)
Why does purpose matter, for people and organizations?
218(1)
What exactly is a purpose?
218(3)
How can communicators work with purpose?
221(3)
The need for authenticity: Working with purpose for the right reasons
224(2)
Making purpose personal
226(2)
Conclusion
228(1)
References
229(2)
Acknowledgements 231(1)
Index 232
Sue Dewhurst spent 15 years working as a senior internal communicator in house and in consultancy. For the past decade, she has focused on learning and development, serving as internal communications trainer and coach for thousands of leaders and professional communicators. Her models and frameworks are used in organisations worldwide.

Liam FitzPatrick is experienced in change management, PR and internal communications. He has worked both in-house and for major consultancies the last three decades running change campaigns, developing communications teams and advising on metrics and evaluation. Liam lectures on developing teams, research and planning, and has served as an external examiner at UK universities.