Change communications

Susannah Wintersgill, Head of Internal Communications

Public Affairs Directorate

22 November 2011
Page 1

Agenda

Role of communications during change

Audience segmentation

Which channels to use

The role of the leader

Communication needs during change

Tips for successful change

Potential pitfalls

Group discussion

Role of communications

Explain why change is happening:

Show people where they are going:

Ensure people understand the rationale for change

Talk about the benefits / consequences
Emphasise whats not changing
Map out the process of change
Identify and recognise key milestones; celebrate success

Show people how they will get there:

Break it down into clear, simple steps

Give practical examples
Be directional

Planning your communication

Establish a clear vision and objectives

Divide the project into phases

Confirm key milestones for each phase

Identify your target audiences

Select your channels

Select your spokesperson/people

Determine resources and timetable

22 November 2011

AUDIENCES

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Audience segmentation

Directly affected

Stakeholders

Close interest

Wider community

Vision
Directly affected
Why is this happening?
Will anything really
change?
When will it happen?
What does it mean for
me?
Is my job secure?
Where can I find out
more?

Close interest
Why is this happening?
What impact will it have
on my work?
How will I benefit?
Where can I find out
more?

Wider community
Why is this
happening?
Will it affect my
work?
Will anything really
change?
How much will it
cost the University?

22 September 2011
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Planning
Directly affected
How will it be different?
How will my role differ?
Will my team change?
Will my manager
change?
Will my work location
change?

Close interest
What changes will
happen?

Wider community
What is changing
and why?

When will they happen? What are the

benefits?
How can I contribute
ideas?

How much is this

How can I raise issues? costing the
University?

Is my job secure?
How can I raise issues /
concerns?
How can I get involved?

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Implementation
Directly affected
What will happen over
the next few months?
How will we know if were
on the right track?
When will the changes
affecting me take place?
How can I raise
concerns?

Close interest
What changes are
happening and when?
How will they affect me?
Will the service I use be
disrupted?
How can I issues?

Wider community
What is changing &
why?
What are the
benefits?
Will it affect my
work?
How much is this
costing the
University?

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High

Influence

Low

High
Urgency
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CHANNELS

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Communication channels
Knowledge

Attitude

Presentations

FAQs
Emails
Websites
Newsletters

Behaviour
Workshops

Working groups
Role models
Champions
Instructions

Two-way channels
Presentations
Open forums
Focus groups
Online forum

Choosing your channel

Paper

Website

Best for: digesting

complex information

Best for: retrieving

factual information

When to use: to
support face-to-face
communication, esp
when there are
complex messages

When to use: when

people need to find
small pieces of
information quickly

Avoid: Relying on
paper as a primary
channel

Avoid: Relying on
the web as a primary
channel; sensitive
information;
changing behaviour

Face-to-face
Best for: difficult
messages; changing
peoples behaviour or
attitude
When to use: primary
channel for change
communication
Avoid: communicating
very complex or
detailed information

Primary channel

Face-to-face allows you to:

Articulate the end vision

Use the appropriate tone

Gauge reactions

Check understanding

Correct misconceptions

Provide reassurance

Secondary channels

Website: quick retrieval of information and check facts

Q&As: tailored information by subject/group

Email: for short broadcast announcements and updates;

not for major announcements about restructuring

E-bulletin: regular updates; reminder of key milestones

Staff newsletter: recognise success; reminder of what

has not changed

Email inbox: allows people to submit questions, concerns

and ideas

LEADERSHIP

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The role of the leader

Provides direction and reassurance throughout the process

Articulates the vision and the strategy clearly
Maps out the journey and the milestones along the way
Instils confidence that the process is being managed well
Communicates regularly and in a timely way
Is honest; not afraid to say I dont know
Explains why at each stage
Role-models new behaviours
Listens to peoples concerns
Recognises peoples emotional as well as intellectual needs

COMMUNICATION NEEDS
DURING CHANGE

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22 September 2011
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22 November 2011
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Monitoring progress

Did the briefings happen, how many people attended?

What are people saying?

What does the rumour mill say?

Who are people listening to?

Is there a change in behaviour?

Do people need more support?

Tips for successful communication

Clarify roles and responsibilities in advance, particularly the

decision-making and sign-off process
Reduce uncertainty and instil a sense of control
Be consistent maintain tight control over key messages
Separate facts from reassurance
Provide as much information and support as you can throughout
the change process
Ensure the structure, tone and content of communications
acknowledges peoples emotional and intellectual needs
Listen provide a range of feedback channels
Use FAQs and keep them current
Get people involved make them feel they have a say

Potential pitfalls

Relying on written rather than face-to-face communication

Confusing information dissemination with communication
Complicating the message
Hiding or massaging the truth
Imposing change rather than involving people
Underestimating peoples reactions to change, or the time
needed for people to absorb change
Underestimating the coffee and carparking factors
Delaying communication until every detail is confirmed
Communicating to affected audiences at different times
Communicating bad news in different phases
Not having a communications infrastructure in place

Change communications
Susannah Wintersgill, Head of Internal Communications
Public Affairs Directorate

22 November 2011
Page 24