Developing an IC strategy and getting it delivered

1. Developing an IC strategy and getting it delivered

2. What we’re going to cover • explain some context • key aspects to consider • build a vision, plans and actions • practical steps to getting things implemented • change the dialogue • comments, questions and answers Filename

3. Some context Filename

4. About Ken Hunter • Head of Internal Communication for Rolls-Royce Group plc • 20 years in corporate communication – mainly specialising in IC/change: • Rosyth Royal Dockyard (defence) • BP (oil refining through to sales) • Eastern Group (privatised utility) • Safeway (retail) • Railtrack (privatised network provider) Filename

5. About Rolls-Royce • we don’t make cars! • 80% of business is based on gas turbines • we serve the following sectors: • civil aerospace • defence aerospace • marine • energy • 2003 turnover: £5,645 million • underlying profit before tax: £285 million • 35,000 employees in 50 countries Filename

6. What’s on our agenda? We’re: • looking to grow our profits • cutting operating costs • improving our supply chain • cutting delivery times • pushing for continuous improvement • improving our customer focus • facing tough competition • investing in new plant and facilities • implementing new working practices Filename

7. Key aspects to consider Filename

8. Things you need to understand (1) • culture/brand • organisation structure • business strategy and targets • operating performance Filename

9. Things you need to understand (2) • maturity of internal communication: • processes • channels • leaders’ understanding • capability (line and specialist) versus need • whose support you need • expectations of your role But most importantly… • the big items which absorb senior team thinking Filename

10. Checklist – context Do I understand: • the past – what shaped current opinion, attitudes and behaviour of: • internal audiences? • decision makers? • the strategy and aspirations – where does the business want to get to? • the people development agenda – what skills, knowledge and competencies is the organisation fostering? Filename

11. A strategy proposal should cover • definition of role/value add • how you’ll be organised • policies by which you and the company will work • actions you’ll take • indicative costings/full business case • how you’ll measure success • external evidence Filename

12. Getting sign off • build a base of business support • talk about business not communication • talk about business outcomes not communication channels • pre-brief those who you need to endorse the strategy/policies • ensure the public support of the key influencer(s) Filename

13. Build a vision, plans and actions Filename

14. Our business themes • investing in technology, capability and infrastructure • developing a competitive product portfolio • growing market share and installed product base • capturing aftermarket service opportunities • developing our people Filename

15. Role of internal communication IC’s strategic role is to help management deliver the business plan and business improvements Business impact Filename

16. ‘5Cs’ to assess effectiveness Clarity ~ of purpose and message Consistency ~ of behaviour and of themes Capability ~ of communication professionals, management and leaders Connectivity ~ up, down and across the company, and with the content of communication Credibility ~ of content, leaders, management and communicators Filename

17. Clear roles across organisation Filename

18. We ended up with… • a global internal communication policy reflecting a global business • clear responsibilities for the company and individuals • a coherent set of business-focused actions • a plan to share and develop best practice among the IC community • all endorsed by CEO Filename

19. Practical steps to getting things implemented Filename

20. Link to processes • communication policy forms part of the Rolls-Royce Quality Management System • best practice communication ‘How To’ guide available on Rolls-Royce Production System • taking employee engagement research proposal through global consultative forum Developing capability, consistency and connectivity Filename

21. Establish common tools • provide communications team with basic diagnostic approaches • communication planning tool (now going online) • newsletter templates • structured approach for measurement Developing consistency and credibility Filename

22. Integrate with training/development • review communication elements of standard courses • developed ‘masterclass’ to support professional development in HR and Communication • clear professional development route for communications employees • provide some basic training, e.g. writing skills Developing capability and credibility Filename

23. Improve planning • internal communication planning group for corporate-wide issues • internal communication planning groups at business/major division level • communication planning tool Developing clarity, consistency and capability Filename

24. Get people to meet • annual global internal communication forum • skills day planned for people in UK • Rolls-Royce North America session for ‘communication deputies’ • Get out and meet… Developing connectivity, capability and credibility Filename

25. Coordinated channels • clear role and purpose for all channels • actively exploit diversity of local/global channels • integration of intranets • intranet development explicitly being linked to business strategy – investment sought through tough business case approach: • builds senior team understanding • involves benefit-focused debate • strengthens role Filename

26. Practical steps – channels not islands • issue count – we keep a running score of key topics covered by The Post • intranet developments explicitly being linked to business strategy – investment sought through tough business case approach: • builds senior team understanding • involves benefit-focused debate • strengthens role • clear business governance structure for intranet – not a ‘toy’ for communications or IT Filename

27. Practical steps – miscellaneous • do some of the basics better • plant ideas in conversations • identify ‘wise counsellors’ – plant ideas • identify ‘rising stars’ – plant ideas • talk about the business not about communication • sponsor ‘new’ tools • retain sense of humour Developing credibility and connectivity Filename

28. Engagement research Proposed global survey to assess: • customer-focus • productivity-orientation • quality and improvement focus • understanding of role and contribution • communication effectiveness • recognition • trust Filename

29. Creating an improvement dialogue Feedback reports ‘Info mining’ Analyse data Review Survey Tell employees Improvement dialogue Explain change/no change Filename Improvement actions ‘Local’ questions/ focus groups

30. Change the dialogue Filename

31. Bringing it all together Do error rates reduce? Does the customer retention rate increase? Do scrap levels change? Are staff rated as morecustomer-friendly? Do absence rates improve? Was the message received on time? Were all briefingscarried out? Cost efficiency % of jargon Ease of producingcontent Did recipients understandmessages? Did they believe them? Are meetings seen as an effective use of time? Do feedback channels produce feedback? Do people understand more about objectives/ priorities? Do staff trustmanagement more? Do staff feel trusted? Do staff show increased awareness of quality issues? Filename

32. Comments, questions and answers Filename