Make your intranet useful, then usable

In the latest issue of KM Review, Aidan Cook says that “most organizations have intranets that might best be described as failures.”

Cook says this is because, too often, those organizations set a series of lofty goals for their intranets that sound great at the time, but which haven’t really been thought through, and are certainly never delivered by the project teams.

If you’re looking to overhaul your intranet, you need to find out what will be useful to the people that you want to use it and then you have to make it usable.

Here are five tips from Cook on how to improve your intranet.

1. Ask “What will people use our intranet for?” This is a time to be careful. If you ask users what they want, they will tell you. Users will be creative and imaginative about all the things they might personally want from an intranet; departments will also list things that are essential for inclusion, so that they can look as important or conscientious as other departments.
Most of their answers will be wrong. Within a month or so of launch, departments will no longer maintain their “essential” information and users will no longer look at the intranet at all. Nobody will use it for anything. The only valid answer to this first question should be: “To make their lives easier.”

2. Ask “Why do we want them to use the intranet?” You’re not just building a resource for the individual user’s benefit – it has to be useful for the organization too.
But what counts as useful? If usage alone is to be the measure of success, then you may as well just set up a Group for your company on Facebook and let them spend their days on there. You also don’t want them to use the intranet for its own sake. If you discover people are spending hours on the intranet each day, has that saved your company time, money and resources, or have you just introduced a new inefficiency to your staff? The answer to this question should be: “To make our company more efficient.”

3. Add useful features – things you love to hate Think about simple, regular tasks that your users need to get right. These are the things that will generate the most e-mails and phone calls in the organization if they’re done incorrectly or neglected entirely.
Some examples of features your intranet users might find useful include ways to find internal phone numbers, book and manage holidays, expenses claim management, help on preparing for appraisals, car parking/car pooling/anything to do with commuting, today’s lunch specials in the canteen.

4. Make it usable “Usability” is an ugly word and an imprecise science. Here’s an analogy: as a reference book, a dictionary is eminently usable. But even then, there is no such thing as a “one size fits all” dictionary. Different editions are produced for different uses and users: pocket-sized, quick reference, student, medical, legal and so on. The user has a number of options and can choose the solution that best fits their need for a usable word reference tool.

Most organizations’ intranets resemble a dictionary only in that they contain a vast amount of words. Beyond that, there is little similarity. There is, for example, far less logic to the way information is placed on an intranet, compared to the strict alphabetical order of a dictionary. Information is often organized by department, or by terms with which the user may not be familiar.
Here’s a simple scenario: a new starter at your organization needs to book a day off for a hospital appointment. Do they search for “Leave”, “Holiday”, “Absence”, “Sickness”, “Policies”, or for something else entirely?

5. Take a tip from the web Look at Google or Facebook. A simple framework for information, submitted and controlled by the user, and the ability to add applications that are useful and relevant. People like this – it’s popular.

Websites are increasingly becoming online applications, delivering real services. However, most intranets remain information-dumping grounds, of little real use to the user. If this disparity between the public web and corporate intranet continues, then user-frustration with the shortcomings of the latter can only increase. Give users a degree of freedom in what they do and don’t want to see. Let them “drag and drop” different features and functions to different areas of their page to give them a sense of ownership over the applications.

source

mari berdialog!

Komunikasi Lewat Dialog

Terjemahan bebas dari materi oleh: Robert Rosell

Komunikasi dan berkomunikasi itu punya banyak kendala. Kendala inibiasa disebut dengan noise atau distorsi. Penyebabnya ada bermacam-macam. Ada yang teknis dan ada yang non teknis.

Berapa sering Andamencoba berkomunikasi dan terkendala oleh hal-hal yang non teknisseperti ini?
- Etnis;
- Ras;
- Gender;
- Generasi;
- Agama;
- Pangkat atau status;
- Kelompok atau golongan;
- Kesenjangan usia; dan sebagainya.

Semua itu, bisa mengganggu komunikasi Anda.Jika Anda seperti para praktisi HR alias Human Resources atau menjaditrainer profesional, Anda pasti bisa memahami bahwa aspek demografidi dalam perusahaan terus berubah dan berkembang.

Perubahan ini akanmenghasilkan berbagai tantangan baru dalam mencapai efektifitaskolaborasi dan komunikasi secara internal di dalam perusahaan atauorganisasi.Inilah tantangan terbesar orang-orang yang bergerak di dunia humanresources alias HR.

Mereka harus siap dengan semua jawaban atassetiap pertanyaan yang muncul dari kendala-kendala di atas. Dankegagalan dalam mengatasi semua kendala itu, adalah kemundurandalam budaya dan profitabilitas perusahaan.

Bagaimana menjembatani semua perbedaan persepsi di atas?Jawabannya ada pada keahlian yang sudah berumur tua tapi sempatdilupakan oleh manusia, yaitu dialog. Dan dialog, menjadi alatterbaik yang bisa membantu Anda, manakala Anda menghadapi kendalakomunikasi.Dialog itu penemuan purbakala. Berabad-abad lamanya ia dilupakan olehberbagai peradaban. Sampai kemudian, ia 'ditemukan kembali' olehDavid Bohm, seorang ahli fisika di London University.

Dan kini,dialog mendapat pengakuan kembali sebagai harta yang tak ternilaiharganya.

DIALOG BUKAN PERCAKAPAN

Dialog bukanlah percakapan, sebab ada aturan khusus di dalam dialog,yang tidak digunakan dalam percakapan yang biasa.

DIALOG BUKAN NEGOSIASI

Sebab Anda tidak sedang mencoba mencapai secara langsung, keputusanatau kesepahaman tertentu dengan lawan bicara Anda.

DIALOG BUKAN DEBAT

Di dalam debat, setiap pihak yang berdebat meyakini bahwa posisinyaadalah benar. Artinya, posisi lawan bicara adalah salah. Di dalamdialog, setiap pihak yang terlibat akan menerima informasi yangberharga dan pada saat yang sama, sama-sama mencoba memahami posisilawan bicara.Di dalam debat, Anda mendengar dan mencari, apa-apa yang salah dariargumentasi lawan bicara Anda.

Dengan begitu Anda berkeinginan untukmengkonternya dan menunjukkan betapa benarnya posisi Anda. Di dalamdialog, Anda harus mendengar apa yang benar dari argumentasi lawanbicara Anda, untuk lebih memahami dan mengerti posisinya. Lebih jauhlagi, Anda mencari tahu apa-apa yang bisa Anda pelajari dariperspektif yang berbeda.Di dalam debat, Anda mempertahankan sudut pandang Anda sendiri, danmengkritisi sudut pandang lawan bicara. Di dalam dialog, Anda mengujisemua sudut pandang -- sudut Anda dan sudut lawan bicara Anda, untukmencari tahu apa yang bisa Anda berdua pelajari.

Anda menunda'penghakiman' Anda, dan mencoba melihat segala sesuatu dengan carayang baru.Di dalam debat, tujuan Anda adalah menang. Di dalam dialog, tidak adayang menang dan tidak ada yang kalah. Sasarannya adalah salingmengerti.

KAPAN PERLU DIALOG

Dialog bukan alat komunikasi yang universal untuk segala situasi.Jika Anda sudah punya cara lain yang lebih sederhana dan bisaberfungsi dengan baik, Anda tidak perlu berdialog. Dengan kata lain,dialog adalah pilihan terakhir dalam berkomunikasi. Jika hanya denganmengangguk atau menggeleng sudah cukup, untuk apa membuka mulut?

Dialog menjadi alat yang sangat berarti untuk membangun rasa salingmenghormati di antara sesama kolega. Di suatu organisasi, atau disuatu perusahaan. Dengan rasa saling menghormati itu, apa-apa yangmenjadi tujuan perusahaan dan organisasi, bisa tercapai denganefektif.

DI MANA BERDIALOG

Pada hampir semua kasus, hasil terbaik dari dialog bisa diperolehdengan dialog yang diselenggarakan di luar tempat kerja, alias off-site dialog. Ini bisa menghindari kecurigaan, judgement atau salahpersepsi.

BUKAN TENTANG KENDALA

Semua ini bukanlah persoalannya:- Etnis;- Ras;- Gender;- Generasi;- Agama;- Pangkat atau status;- Kelompok atau golongan;- Kesenjangan usia; dan sebagainya.Dasar dari proses dialog tidak terkait langsung dengan semua kendalaitu. Dialog bisa dilangsungkan antara dua orang atau antar kelompok.Bahkan, dialog bisa dilakukan tanpa fasilitator, walaupun fasilitatorprofesional biasanya bisa membuat proses dialog menjadi lebihefektif, khususnya untuk dialog dalam kelompok besar.

ENAM ATURAN DASAR BERDIALOG

1. Bersikap terbuka dan menunda 'penghakiman' - jangan menyalahkansudut pandang lawan dialog;
2. Pisahkan proses dialog dari proses pengambilan keputusan - dialogmendahului pengambilan keputusan, negosiasi atau tindakan;
3. Bicaralah atas nama diri Anda sendiri, tidak mewakili orang lain,dan perlakukan orang lain setara dan seimbang;
4. Dengarkan mereka dengan empati - buat mereka tahu bahwa Andamendengarkan dan punya perhatian;
5. Carilah persamaan-persamaan - yaitu wilayah-wilayah poin yang Andajuga bisa menyetujuinya;
6. Cari asumsi-asumsi yang tersembunyi, lalu kemukakan dengan bijak -apalagi, jika itu ada di dalam diri Anda sendiri.Aturan dasar berdialog di atas, bisa dikategorikan ke dalam tigakelompok besar aktivitas yaitu:- Menahan diri;- Mendengarkan;- Menemukan.

MENAHAN DIRI

Tahan diri Anda dari judgement, mengambil keputusan sepihak ataumempermasalahkan status. Lupakan sementara, apa saja yang ada didalam kepala Anda tentang mereka, untuk membuka kemungkinan munculnyaberbagai hal yang belum Anda ketahui sebelumnya. Dengan begini, Andaakan memahami sudut pandang orang lain. Lupakan dulu status Anda,sebab orang lain akan memcoba melihat konsekuensi berdasarkan statusAnda. Apalagi, jika jabatan Anda cukup tinggi. Ingatkan merekatentang status Anda, hanya jika dialog usai dan telah tiba saatnyauntuk mengambil keputusan.

MENDENGARKAN

Mendengar adalah untuk mencari tahu pemahaman di belakang semuaposisi dan perspektif yang berbeda. Dengarlah dengan aktif.Konfirmasikan hal-hal yang Anda kurang memahaminya. Dengar tanpamemformulasikan respon. Sebab, itulah yang terjadi dalam debat ataunegosiasi.

Anda tidak perlu meyakinkan mereka tentang perspektifAnda. Anda hanya perlu menunjukkan bahwa Anda mendengar dan punyaperhatian. Mereka akan terbuka dan merasa nyaman. Dan mereka akanberhenti, jika merasa ada perbedaan dalam hal keyakinan, tata nilaidan perasaan.

MENEMUKAN

Bertanyalah untuk menemukan dan mengklarifikasi apa yang Anda dengar,dan yakinkan bahwa Anda memang mengerti. Temukan berbagai asumsi yangtersembunyi. Dialog adalah alat terbaik untuk memunculkannya kepermukaan. Dan asumsi yang tersembunyi, biasanya berakar padaketidakpahaman dan ketidakpercayaan. Membuatnya tidak tersembunyilagi, akan memperbaiki tingkat pengertian dan penghargaan, danmengarah pada berbagai kemungkinan baru yang lebih baik.Berkomunikasilah untuk saling mengisi, dan berdialog jika mentok.

Source: milis bicara

The LMS and LCMS Demystified

The LMS and LCMS Demystified

tne Letter Away from Each Other as Acronyms, but Miles Apart in Practice
Learning management systems (LMS) and learning content management systems (LCMS) really have two very different functions. It's unfortunate that both have such similar names and a shared acronym, which only serves to confuse e-learning buyers even more.

The primary objective of a learning management system is to manage learners, keeping track of their progress and performance across all types of training activities. By contrast, a learning content management system manages content or learning objects that are served up to the right learner at the right time.

Understanding the difference can be very confusing because most of the LCMS systems also have built-in LMS functionality. In fact, 74 percent of the systems in our LCMS Research include LMS functionality as part of their system. Many of these LCMSs have also performed interoperability tests with leading LMS products.

Besides the embedded learning management system functionality, there can also be significant overlap between LCMS and LMS capabilities and purpose. The following chart is based on what we've observed by analyzing both LMS and LCMS products. While some products have functionality that crosses the boundaries, we found most systems generally focused on their own domain as follows (see the figure).


More About LCMS Products
A learning content management system is a multi-developer environment where developers can create, store, reuse, manage, and deliver learning content from a central object repository. An LCMS will generally have a majority of the following characteristics. You can use this checklist to determine if a software application could be called a learning content management system. The primary differentiator to determine if a product is an LCMS is if it offers reusability of learning content and is generally constructed using a learning object model.

LCMS Common Characteristics Checklist

• Based on a learning object model.
• Content is reusable across courses, curricula, or across the entire enterprise.
• Content is not tightly bound to a specific template and can be re-deployed in a variety of formats, such as e-learning, CD-ROM, print-based learning, Palm, EPSS, etc.
• Navigational controls are not hard coded at the content (or page) level.
• There is a complete separation of content and presentation logic.
• Content is stored in a central database repository.
• Content can be represented as XML or is stored as XML.
• Content can be tagged for advanced searchability (both at the media and the topic level).
• Pre-tests and post-tests can be automatically aggregated from test questions written for the primary instruction. In addition, the system can deliver the test and prescribe learning based on performance.
• The system manages the development process by providing some level of workflow tools to manage a multi-developer, team environment.
• Version controls and archiving capabilities to store previous versions of content.
• Advanced searching capabilities across all objects in the repository.
• Interoperability with third-party learning management systems.
• Includes a delivery engine for serving up content, automatically adapting to user or group profiles, adding navigation controls, collaboration tools, utilities, and look and feel (skins).

Source: http://www.brandon-hall.com/free_resources/lms_and_lcms.shtml

Bad management and lack of communication skills are endemic

Bad management and lack of communication skills are endemic in the UK workplace

Poor communication, lack of direction and weak decision making are widespread among UK bosses, a report has maintained.

Nine out of ten employees say they’ve worked for a bad manager and an astonishing 97% say they would like their bosses to communicate more clearly and directly. More specifically, employees say that management-speak is a major cause of irritation, with phrases such as “are we all singing from the same hymn sheet” and “thinking out of the box” among the chief culprits.
Lack of management clarity
Law firm Eversheds canvassed the views of 1,500 employees, 58% of whom said their manager was a poor communicator, 47.7% said their manager was a poor decision maker and 45.7% said their manager had no clear direction. Half of those questioned said they had worked for a bully.
According to David Gray, chief executive of “Eversheds, the findings clearly show that managers have got to achieve a fine balance. Workers say they respond to managers who are straight-talking and honest, but also someone who is approachable and friendly.”

He added that the report revealed a distinct lack of respect for management, with more than one-third of workers having a negative perception of their current boss. The top-three important attributes in a manager were defined as:
1. being approachable by 77.8%;
2. honesty by 74.9%;
3. and clear decision making by 71.7%.

Gender and age impacts management needs

The study also exposed a split between in opinionin both different gender and age groups: the majority of women say an approachable and friendly management style gets the most out of them, whereas men prefer to work for a manager who’s straight talking and honest. But younger workers, aged between 16 to 24 years old, believe that women are the more effective managers.

http://www.internalcommshub.com/open/news/badboss.shtml

Employee Survey

Q: How should I interpret employee survey results when a large percentage of staff say they will leave the organization in a few years?
I’ve noticed that in employee surveys that ask whether "you intend to leave the company within 2/3 years," the result is an often alarmingly high number responding positively. One organization I’m familiar with had 70% of staff saying they would like to leave.
There’s always the possibility that these truly are terrible companies and the employees are desperate to leave, but I find that hard to believe.
In your experience, is there an element of interpretation that needs to be included when looking at results like these?

A: Great question! Typically, I've seen this question asked from the positive perspective: "If it is up to you, do you want to be working here 12 months from now?" (or some other time period). When this question is asked on a five-point scale ranging from "definitely yes" to "definitely no," the range I've seen for the last five companies where I asked this question was from 49% to 85% choosing one of the top two positive responses ("definitely yes" and "probably yes").

So the organization with 70% saying that they probably or definitely do NOT want to be there may be doing something wrong in its employee relations, or it is in a very high-pressure or low-security industry, or has a lot of people with jobs that have a high demand at many other companies so lots of job-changing is the smartest way to manage a career.
Other questions on the survey can identify which of these or other environmental issues could be influencing the intention to stay.

Interpreting resultsI do think there is some interpretation to apply, based primarily on how anonymous employees perceive the survey to be. If the survey starts out with a large number of demographic questions that could pinpoint individuals ("Gee, I'm the only woman manager over fifty in the Communications Department in this location"), you might actually get more people saying they intend to stay than really feel that way--just in case their boss finds out that most of the department is intending to leave.

Asking this type of question on a communication survey, by the way, is a really good idea. Retention is a bottom-line measurement. If you can prove statistical correlations of various communications to increased likelihood of retention, you can show that communication helps reduce recruitment and training costs by encouraging retention.

© Angela Sinickas 2005. Angela Sinickas is the president of Sinickas Communications, Inc., an international consulting firm dedicated to helping corporations achieve business results through focused diagnostics and practical solutions.

METRIC MATTERS: Measuring the ROI of your intranet

By Toby Ward, Prescient Digital Media

Measuring the value of an intranet has moved on leaps and bounds since the early halcyon "bubble" days of the late 1990s. Now, Intranets are present in almost every major corporation. Here, Toby Ward explains the benefits of accurately measuring the ROI of your intranet.

IBM, Oracle and Cisco all measure the impact and benefits of their intranet. All of them have measured the value to be greater than US$1 billion. In fact, IBM has realized benefits from e-learning via the intranet alone to be more than US$284 million.

BT, the UK telecommunications company, uses an online idea jar for employees, called "Personnel Today." Employee ideas have saved BT nearly UK£100 million over the past four years.

As impressive as those numbers are, you don't have to be a large technology company to realize measured ROI benefits. ROI though isn't reserved solely for big multinationals.

QAS is a world leader in address management and data accuracy. Based on data secured from national postal authorities and other leading sources, QAS captures, cleans and enhances the integrity of name and address data.


The company has 400 employees with offices in the UK (headquarters), US, Canada, Singapore, Australia and across Europe and it intranet is delivering measured results and value for the business. Some of the measured ROI benefits include:
• Online expenses: saved four person-days per month.
• Finance savings: online workflow has reduced administrative processing time from two weeks to one day.
• Purchase ordering: saved four person-days per month and an ROI savings of US$20,000 per year
• Sales proposal builder: streamlined proposal and sales process saves almost US$25,000 per year.
• Intranet use: 115 percent increase in usage of the intranet (infers a yet to be measured productivity gain).


Of all the above measurements, perhaps the single most important is ROI. To maximize the intranet's value and potential, you must secure the support of senior management. If you want their attention and support, you better talk their talk. Nothing gets their attention more than ROI.

If executives view the intranet as a cost center, then it's your responsibility to sell the sizzle and prove the value with hard data. ROI is everything in some organizations (for example, in financial services). Other more progressive companies are intent to know and track employee satisfaction and productivity.

Still others want to know both. It all depends on your organization and culture. However, only through measurement will the intranet become a measured quantity and a proven asset.


Excerpted from the new Melcrum report, Transforming your intranet: New techniques in strategy, technology and measurement from the world's leading organizations.

To find out more about the report, click here
SOURCE: The Source

Three ways to improve manager communication

Three ways to improve manager communication
How to harness the organization’s most popular information source.

by Andy Szpekman, president, AHS Communications

Managers are popular sources of information because employees often have little interest in what’s communicated through other sources. Much of what they read on the intranet, see on closed circuit television or hear from senior executives might be mildly enlightening, but it has little impact on their day-to-day lives.

Managers, on the other hand, can relay information that applies directly to people’s jobs and careers. They can provide performance feedback and recognition, discuss opportunities for professional development and career advancement and hold salary reviews. Other sources of information, no matter how well crafted or well intentioned, are hard-pressed to provide such compelling news.

If improving the management skills of your organization’s managers is a business priority, here’s a simple three-step process you can use to help make them better communicators. One tip before we get started: don’t expect to go it alone. You’ll need support from HR and senior management to be successful.

Step one: Define manager communication accountabilities

When employees think of “good manager communication,” they are generally envisioning a manager who engages in frequent, two-way dialogue about topics the employee finds personally meaningful. They are picturing a manager who, besides giving performance feedback, involves employees in important decisions, recognizes contributions, discusses career and professional development, and is receptive to ideas and suggestions. Employees are not thinking of a manager who provides frequent briefings on companywide programs, updates on other departments’ activities and messages from the chairman.

Here are a list of actions all managers at Bank of America (where I was previously head of HR communications) are expected to take:

· Communicating clear and specific performance expectations and measures of success.
· Providing candid performance feedback.
· Conducting formal reviews at least once a year to appraise performance, plan career and professional development, and discuss compensation.
· Encouraging associates to speak openly and candidly about issues.
· Explaining business unit goals and results, and how associate contributions made a difference.
· Encouraging and rewarding associates who do the right thing for customers, clients and shareholders.

Has your company defined a similar list? If not, I urge you to do so as a first step in improving manager communication.

Step two: Motivate managers to communicate


If you want managers to communicate with employees, you need to consider the items in the figure below. For example:
· Do senior leaders serve as communication role models?
· Do manager hiring, coaching and development processes emphasize communication skills?
· Do incentive and recognition programs reward manager communication?


Motivating managers to communicate

Step three: Provide training and tools

Once managers know what they are expected to communicate and are motivated to do it, they will view communication training and tools as resources that can help them meet their business objectives.

From my experience, managers need competencies in four areas, shown in the figure below. Based on how you define managers’ communication accountabilities, your list of competencies might be different, but this provides a good starting place.

Developing managers' communication competencies

For the actual training session, here’s the agenda I would follow. Start off by explaining the benefits of improved employee communication from the manager’s perspective – i.e., more motivated and productive employees. Next, describe the type of communication employees want from their managers. We covered this in the first part of the article. Use the balance of the session to review the competencies managers need, and then let managers practice demonstrating these competencies.

Here are a few best practices to follow:
· Keep the sessions brief. Two hours is usually long enough.
· Begin or end the session with a senior leader emphasizing the importance of manager communication.
· Use role-play to give managers the chance to practice what they learned and critique each other in small groups. Rotate managers through the roles of manager, employee and observer.
· Provide reference materials and resources managers can use after the training to continue building their skills.
· Be realistic. Don’t expect to transform anyone after a one-time event. Set practical goals and craft a plan to build on your progress.

Part of your ongoing campaign to help managers communicate more effectively might involve developing a standardized communication tool. At Bank of America we developed a "huddle template" (see below). Sometimes, it’s filled out and given to managers. Other times, managers complete the blank template themselves to prepare for a team meeting about an important change. The huddle is meant to be brief, as it generally occurs before or after a shift. The meeting structure, however, is adaptable, and an actual huddle can be shorter or longer depending on the topic.

The communication huddle template

Management’s big advantage

When you add up employees’ communication needs and managers’ accountabilities, it may seem like a tall order to get managers to communicate effectively. But managers possess a big advantage: they know their teams well. They know their team’s interests and subject-matter knowledge. They know how their team will respond to an issue. They understand the work environment, and they are generally seen as trustworthy. In short, managers have the insight necessary to tailor information to their audience’s needs – something few communicators are as qualified to do.

Source: The Hub, Melcrum Publishing

motivate managers to communicate more effectively

Q: How can I motivate managers to communicate more effectively?

A: Most managers are bombarded with requests for their time and attention. Employees and outside consultants continually develop and promote new programs and initiatives that depend on manager involvement. In deciding where to focus their energies, managers take their cues from what’s occurring around them, beginning with what senior leaders say and do.

The questions leaders ask, the issues they discuss, the resources they assign to initiatives, the decisions they make – all loudly communicate what’s important, and what’s not. Simple rubber stamp endorsement from leaders, like inserting a cover note from the chairman into a communication package, fools no one.

HR processes also play a powerful role. For example, the issues probed on a job interview signal to candidates what will really be expected of the position holder – despite what the job description might say. Performance management and 360- degree feedback processes suggest the type of behaviors the company is trying to foster. Training programs and job aids further emphasize what matters to the company.

Managers’ own performance measures and incentives forcefully communicate what’s important. If a requested activity or suggested behavior doesn’t square with what the manager is paid to do, it’s unreasonable to expect the manager to do it.

Finally, formal messages encouraging managers to communicate – the kind found in Web sites, articles, presentations, and so forth – can help generate awareness and understanding. But by themselves, they are unlikely to change someone’s behavior.

Andy Szpekman is president of AHS Communications, which provides HR and communication research, strategies and tools to improve business performance. His clients include Bank of America, BC Hydro, Cardinal Health, McKinsey & Co., Microsoft, News Corporation, Scholastic and Wachovia. Earlier in his career, Andy held positions at Bank of America, Warner-Lambert and Brecker & Merryman.

Source: The Hub, Melcrum Publishing

Communication practices are out of step with the current climate

Communication practices are out of step with the current climate

Many organizations are using inadequate communication approaches and techniques leading to a lack of communication support for employees, according to recent research.
The IC Survey 2006, published by UK consultancy Karian & Box, says the pace of organizational change has outstripped that of the internal communication profession and its ability to provide the type of advice and back-up needed is insufficient for the nature of the challenges facing much of industry and the public sector.

Change not well managedOver 70% of respondents say that change and uncertainty are major factors for their organization, but nearly 50% said their organizations did not mange change communications well. A further 34% of communicators don’t feel they get the training and coaching they need to improve in their role and a worrying 32% said communication measurement and evaluation is not a regular focus for them.

Nor do the majority of communicators feel that line managers are given the support and resources they need to become better communicators and engage their teams. Only 13% said line managers have the necessary skills for effective team engagement, yet barely a third say their organizations insist on line managers having communications or engagement in their performance target.

Lack of employee involvement in strategyEmployees feel excluded from shaping their organizational strategy according to the majority of respondents, as only 9% strongly agree that employees feel included. Nor is two-way communication an apparent priority for organizations, with 42% of respondents refute the claim that communication channels genuinely enable interactive communication with staff.

Leadership say/do gapCommunicators also perceive a strong say/do gap in their organizational leaders. While 45% of respondents believe their leaders are committed to engaging the workforce, 34% said their leadership engaged in face-to-face communication once every 6 months or less. The report summarizes: “In short, it is a picture where leaderships have the intent to genuinely engage employees — but not the will, the wherewithal or the time to actually deliver on that intent.”

The IC Survey 2006 is based on survey responses from 639 communicators, predominately from UK-based companies of which over 56% were based in London or the South East. Only 8% were based outside the UK (3% in Australia, 2% in the US and 3% in the EU). The survey took place in January and February 2006.

Source: The Hub, Melcrum Publishing

The top seven macro-trends in internal communications

The top seven macro-trends in internal communications

The changing state of the business environment, shifting demographics and technological advances are shaping the world in which communicators operate, according to recent research.
The 2006 Macro-Trends in Internal Communications report, published by US-based Stromberg Consulting, identified seven macro-trends that impact the way communicators work, influence their decisions and inevitably blur and reshape the boundaries of communication. They are:

1. Democratization of informationNew technology has significantly reduced the need for internal communications in its traditional role of information dissemination. Forced to change the way it defines its primary roles and activities, it’s moving its focus up the value chain from information to influence and having to prove its strategic worth. According to Stromberg, communicators must learn how to "leverage emerging technology and develop new strategies for engaging employees."

2. Strategic imperativeCommunicators are using a variety of techniques to achieve the shift from information dissemination to offering services as a consultant, enabler and strategic business partner. Techniques include aligning comms strategy and planning with the annual business cycle by increasingly having a centralized planning process; creating message platforms that focus on impacting behaviours and business results; structural integration; and an increasing use of cross-business groups and networks.

3. Employee engagement A broader focus among communicators has led to increasing collaboration with HR and marketing on the shared objective of understanding and building employee engagement. According to Stromberg: “Internal communicators need to consider the right mix of media, message and ‘moment’ to impact their internal audiences.”

4. Demonstrating ROITechnology, and the demand for ROI from Six-Sigma and the like, has enabled communicators to increase the speed and volume of measurement activity, but has not always been used strategically leading to “survey fatigue” and employee cynicism. But more sophisticated and strategic models of measurement are beginning to emerge.

5. Segmentation and globalizationContinuing changes to workforce demographics and, in particular, the transition from baby boomers to Generation X, may increase the need for segmentation. Leading internal comms organizations are focusing on initiatives including global networks of comms champions, technology to support cross-cultural collaboration, new ways to communicate with shift and non-wired workers and overcoming language barriers.

6. SimplicityMost new communication channels haven’t replaced previous ones but merely added to the overall volume of comms. The report finds that segmentation and customization is one way to deal with information overload and that communicators are becoming more adept at cutting through clutter by exploring visual and verbal simplification. It concludes that they must: “work proactively” with leaders in order that they can align and integrate communications into “one cohesive message or a small number of core themes that connect multiple messages together.”

7. The emerging trend: personalizationHow can communicators market their messages and media to create “one-to-one” communications? The answer is that communicators need to harness the communication talents of all employees: “In the 21st century, the internal communication function is your employees.”

Source: The Hub, Melcrum Publishing

The future is bright for intranets and new technology

The future is bright for intranets and new technology

Delegates find common challenges and discover how to enhance their intranets with new technology. Every second a blog is born and - if you believe the statistics - there will be almost 100 million blogs in the blogosphere by the end of 2006.

The message at Melcrum's recent workshop on enhancing the intranet with new technology was clear: In order to stay ahead of the game and relate to blog-savvy employees, it's essential for today's internal communicators to be fluent in the language of technology.

Taking the intranet to the next levelLast Thursday saw the second in the series of Melcrum Workshops on intranets and social media, presented by technology gurus, Neville Hobson and Dave Wallace. The first was held in Manchester at the end of March.

Dave Wallace of web consultants Heath Wallace first explained to delegates how a fundamentally sound intranet basis can, and should, interact with new technologies. Self-confessed blogger and revolutionary technologist, Neville Hobson then went on to explain the differences between the bewildering array of new social media up-for-grabs in the communicator's palette.

Facing common challengesDelegates from leading organizations such as Barclays, Nokia, HBOS and BT, who despite differences in organizational set-up, found some common ground over key challenges in effectively implementing new technology. Hobson summarized these on his blog:
· The intranet is big, unmanageable and out of date.
· Disconnect between content and what employees are looking for.
· Technology driving the agenda.
· Lack of appreciation about how the intranet fits as a strategic tool.
· The intranet acts as a mirror for organizations often reflecting the political structure rather than a useful structure.

The future's brightAlso commenting on his blog, Hobson said: "The really interesting part began when we moved along from the broad presentation and definitions of blogs, wikis, podcasts, RSS and so on, into deeper discussion about how such tools can work inside organizations as part of a communication strategy."

"If our two workshops are any indicator, then the future is bright indeed," he added.

Source: HUB – melcrum publishing

The Communicator

The COMMUNICATOR

1. Winning Thoughts

The purpose of life is not to win. The purpose of life is to grow and to share. Then you come to look back on all that you have done in life, you will get more satisfaction from the pleasure you have brought into other people's lives than you will from the times that you outdid and defeated them. ~ Harold Kushner

2. Vocabulary Builder

CONFIDANT This noun, which has the feminine form confidante means "one with whom secrets are shared, a trusted friend." Confident, the adjective, means assured, certain, trusting."During that critical period Jesus was my only confidant.She is confident that the public will respond to our plea.

3. One-Minute Communicator

MEETING ENERGIZERS
Meeting Energizers are brief, interactive exercises and surprising games that you can Plug n’ Play at key points throughout your agenda, and keep everyone guessing about "What the heck is going to happen next?"Energizers work best when they are pre-planned, and thematically linked to meeting topics or principles, and get people actively involved in expressing that topic through fun and upbeat sounds, voice, movement, and interpersonal contact. Also, Energizers give people a needed physiological boost, and a mental break from the usual meeting format.I have collected some meetings organizers. See them at
http://growthsessions.blogspot.com/2006/04/business-meeting-icebreakers.html http://growthsessions.blogspot.com/2006/04/trainers-survival-guide.html

4. Advance Communication Skills

BOARD MEETINGS(From 10 Quick Ways to Improve Board Meetings, by Jan Masaoka, Executive Director of Compasspoint nonprofit services)
When we think about the boards we’re on, we usually think about the board meeting –which says a lot about the importance of having good meetings. In order to make your meeting better, make a resolution to implement one of the following ideas each month:

1. Name tags for everyone, at every meeting. It’s embarrassing to have seen people at several meetings and wondered what their names are. Later it’s really hard to admit you don’t know their names.

2. Post an acronym chart. Make a poster of frequently used external and internal acronyms (such a CWA- Clean Water Act) and post it on the wall of every meeting. (If you distribute the list on paper it is soon lost.)

3. Don’t include committee reports on the agenda just to make the committees feel worthwhile. If a committee has done work but doesn’t need it discussed, put it in the board packet. In the meeting, be sure to recognize the committee’s good work and refer peopleto the written report. Schedule committee reports in the context of the main discussion.

4. Write an “anticipated action” for each agenda item.Examples:

• “Finance Committee report, brief questions and answers: No action needed”
• “Volunteer recruitment and philosophy: Anticipated Action: form committee or three to four board members”
• “Public Policy Committee: Anticipated Action: approve organizational statement to city council on zone changes.”

5. Make sure the room is comfortable! Not too hot or cold or crowded. Offer beverages and something light to eat, such as cookies or fruit.Email me when you want some more tips on conducting meetings. I can send you some practical and proven tips which I have collected, applied, and improved for years. We can also conduct a three-hour growth session (workshop) for your company.

5. Healthy Humour

A doctor gave a man six months to live. The man couldn't pay his bill, so he gave him another six months.==> Age doesn't always bring wisdom. Sometimes age comes alone.==> I started out with nothing & still have most of it left.


6. Lifelong Learning

DON'T DEFEND YOUR POINT OF VIEW AGAINST EVERY CRITICISMAt least once a week from now on, each and every time someone catches a weakness in your argument that you know is a weakness, admit it. Say, "Yes, that does appear to be a weakness." Your argument will gain strength from your added credibility because your listeners will soon learn that you will acknowledge weaknesses where you see them. This will make them feel that when you don't acknowledge weaknesses, there may be actually none!-from Brain Power by Marilyn vos Savant

7. Creativity Center

SHOW AND TELLHave your staff bring something that they've created, that they are proud of, or from their childhood that the group would find interesting or funny. Demonstrate an interesting or unusual talent, perhaps. We loved this game when we were in kindergarten, and for some reason they made us stop playing as we got older.

Jef

Blooging at work

Blogging has a lof of potential as a knowledge management supporttool in business settings. The software can be used to create,store, transfer, and transform employee and organizational knowledgeto support decision-making processes and direct actions.

I presented a paper on blogging at the Association ofManagement/International Association of Management conference lastsummer in Norfolk, Virginia (USA). Here are some of the ideas thatwere introduced in the paper.

* Employee knowledge, or what is often referred to as know-how,emerges from interactions with the various elements in learningsituations, or what might be called the doing. There are twodimensions of knowledge: (1) explicit and (2) tacit. Productivity ofboth types of knowledge can be measured by the frequency or impactof learning on a new situation or extent to which the knowledge canbe reused by others.

* Explicit knowledge production among employees can be increased bydistributing artifacts via multiple communication channels andmodes. Increasing the productivity of tacit knowledge is morecomplex. Key issues are how knowledge can be expressed in a concreteform, communicated effectively, codified for reuse, and retrieved insubsequent learning situations in a coherent and consistent manner.

* Organizations are developing strategies to generate and manageboth explicit and tacit knowledge in ways that combine experience,context, interpretation, and reflection. Blogging software supportsthis knowledge management approach.* Blogging creates an opportunity for an individual to write andshare, or publish, thoughts and understandings with others, whichpromotes critical thinking (codification process). This process isessential for the transformation of learning to knowledge.

* Individuals can choose to have others read and comment on blogentries, which creates an opportunity to receive feedback and, inturn, scaffold new ideas into concrete learning experiences andsubsequent knowledge.

* The ability to establish hyperlinks to news stories, comments, andother items outside the blog validates thoughts and understandingsthat are being shared with others. This action is one thatreinforces learning for the individual through validation.

* The individual creating the blog, and readers alike, constructtheir knowledge around whatever information might be presented bydetermining how information being presented fits with their existingschemata of a situation.I also addressed some of the challenges associated with using thisapproach. In particular, barriers related to the adoption and use ofthe technology in support of learning. I am starting to assistothers in gaining an understanding of how to address legal concernsrelated with employee use of this technology.I have been invited to give a presentation at a blogging symposia onthe "legal horrors of workplace blogging" that the University ofNorth Carolina Journal of Law and Technology is sponsoring in acouple months. I will be talking about the value this technology canbring to businesses and suggesting ways legal concerns can beaddressed through the development of technology appropriate usepolicies.

Gail Taylor, M.Ed.Human Resource Education Ph.D. StudentEducational Psychology Teaching AssistantU of I Urbana-Champaign

Four essential ingredients for transforming culture: what communicators can do to support culture change

Four essential ingredients for transforming culture: what communicators can do to support culture change

When it comes to culture change, the communicator's dilemma is a thorny one. Organizational communication is first and foremost a reflection of culture. But without communication, there's no hope of culture change. To get the process in motion, Roger D'Aprix and Cheryl Fields Tyler suggest communicators start by teaching their organizations to communicate more effectively.

Here, they share four crucial areas to focus on.
1. Explain why change is necessaryThe driving force of culture change is the marketplace. Its urgencies represent the only compelling rationale for organizational change. Leaders may want to discuss what actions they've decided on, but employees want to know why the change is necessary in the first place.
2. Create a clear and compelling plot lineA clear, simple and compelling "plot line" for the change story is the second essential ingredient to successful culture change. What is the business strategy and how will it make us a winner in the marketplace? How will we need to change to execute this strategy successfully? What will we need to change in the way we do business?
3. Understand those involved in the processCreating a successful communication strategy to change culture starts with understanding who needs to be communicating with one another and the current mindset, experience and expectations of these individuals and audiences. For example, front-line managers, caught between the anxiety of middle management and the fear and frustration of employees, ride the rumor mill roller coaster and wonder why no one is telling them what the future holds.
4. Aim to engageBy this we don't mean high scores on the annual survey tool, nor a permanent state of employee satisfaction and motivation. The simple truth is that most companies that have cause for major culture transformation are on the negative end of the engagement continuum. Communication strategy that supports engagement in this context must be understood as a sophisticated process that creates the situations and understandings that lead people to literally choose to engage with one another, and through that engagement, to change their behavior.

Source: Strategic Communication Management Volume 10, Issue 3 April/May 2006.

Communicating with financial analysts

Communicating with financial analysts

The results of a new global survey of financial analysts’ opinions on corporate reputation management, have interesting implications for corporate communicators. "Return on Reputation," published by Hill & Knowlton in association with market and public opinion research agency MORI, examines the way investment analysts assess company performance and shareholder value and identifies the key factors driving investment decisions.

The report notes that “clear and consistent communication with key stakeholders and transparent disclosure are crucial non-financial elements contributing to the assessment of a company’s value - the great majority of the analysts interviewed have given negative ratings on account of poor communication with stakeholders.”

Other interesting findings around analysts' communication preferences include:
One-to-one meetings and conference calls with analysts have the greatest impact. Company presentations and annual reports are also important ways of communicating with analysts.
Clear communication of company strategy is vital, followed by achievements against strategy markers and any necessary changes of senior executives.

Most analysts wish to be communicated with monthly or quarterly and only half of analysts think companies should listen to them more.

Building a brand for the new CEO

Building a brand for the new CEO

The first 100 days are critical for building the brand for your new CEO, says Kate Hogben, internal communications manager at British American Tobacco. The following ideas should help get things off on the right footing:'

Create impact: get the CEO in front of the whole company at the first opportunity. “We put our CEO on the cover of the company magazine and gave him the opportunity to address all employees at a company event and out in the field on a roadshow tour in his first month.”
Hasten the CEO’s immersion into the business by organizing monthly “buzz groups”: informal breakfast or lunch forums with the company’s key opinion leaders or connectors (i.e., the networkers). These are not necessarily senior management – they should include employees and union and staff council reps. “The idea is to help the CEO connect with employees both to surface the real issues and to use them as a sounding board for new ideas,” says Hogben. Employees in turn will create buzz about the CEO’s vision, message and personal style. To personalize the invitations to buzz groups, Hogben used a voicemail message from the CEO followed by e-mail to set expectations.

Hogben believes it’s important early on for the new CEO to be seen shaping, influencing and uniting his own top team – the board. Orchestrate opportunities for the top team to be seen to be working together such as shared activities, panel style briefings or an interactive Q&A site on the intranet.

Finally, blogs are a great way for the new CEO to share his personal opinions and give employees a sense of his personality. However, this medium works best when your CEO is willing to write and maintain the blog personally.

Making an impact as a new comms leader

Making an impact as a new comms leader

How do you set the foundations for success during the first few weeks in a new role? Jane Sparrow, senior manager at Internal Communication and Change at Sony Europe, makes the following useful suggestions:

Step 1: Get to know key stakeholders Use a variety of techniques such as one-to-one meetings and roundtables to understand more about your stakeholders needs, views of communication and attitudes. Go cross-level, cross-attitude and talk to people one level below the board. Ask agencies and consultancies that the company has used recently to talk about key stakeholder needs and aspirations.

Step 2: Understand business goalsFind out as much as possible about the aims, objectives, strategies, key issues and priorities within the organization. Identify where communication has the biggest potential return on investment. Read annual reports, intranet sites, past newsletters and other communication. How effective has communication been in the past? Ask external organizations for their view of the company and its priorities, get their view on quick wins, organization strengths, weaknesses, opportunities and threats.Identify where communication has the biggest potential return on investment.

Step 3: Identify movers and shakersAsk yourself who the influencers are? Where do key stakeholders go for council and advice? To whom do they listen? Once you’ve identified these people, build relationships with them, ask their views and position your work with them.

Step 4: Assess communication issuesAsk your team to present the current communication strategy. Study data from employee opinion surveys, communication surveys and measurements. Look for issues, opportunities and benchmarks. Conduct a “quick” media audit. Find out what channels exist to communicate which messages, at what frequency. Ask which are the most valuable channels during other formal and informal conversations with people.Find out what channels exist to communicate which messages, at what frequency.

Step 5: Find out how you will be measuredAsk your boss how he/she will know that you’ve been successful. Get a clear understanding of how you will be measured so that you can focus your efforts accordingly. Once you understand business priorities and stakeholder needs, show you’re proactive and you know your profession by suggesting other measures that you believe will be important.

Step 6: Be visible across the organizationTalk to, and be seen by, as many people as possible. Ask to attend department meetings to introduce yourself and gather views. Talk to people at the coffee machine. Walk around and introduce yourself to others.

source: http://www.melcrum.com