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INTERNAL CULTURE AND COMMUNICATIONS

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  1. INTERNAL CULTURE AND COMMUNICATIONS

  2. Well-informed Attached Engaged EVERY COMPANY WANTS THIS KIND OF EMPLOYEES Aware Motivated Organized Interested Satisfied Proactive

  3. BUT WHY THE REALITY IS MORE LIKE THIS? Misinformed Unaware Uninterested Distant Unmotivated Unsatisfied Unengaged Unorganised Reactive

  4. IT IS BECAUSE... Lack of holistic approach Unscientifically based strategies Ad hoc methods

  5. HOW TO TURN YOUR GOOD INTENSIONS INTO REALITY?

  6. Welcome to DNA internal culture and communications methodology for engaging all the three brains of your company

  7. New, THINKING BRAIN (cognitive) Mid, EMOTIONAL BRAIN (relational) Old, ACTION BRAIN (sensory/motor)

  8. WHY ARE WE DIFFERENT? Because we use all three brains of your company Thinking,feelinganddoing • …play important and different roles within companies. The big advantage of using all three brains is that we provide the right message through the right tool for each brain… so we do not waste time or resources.

  9. Our approach WE OFFER A HOLISTIC SOLUTION Many companies consider InternalCulture and Communicationsas a collection of tools such as announcements, internal portals, newsletters, parties and team-buildings. Although all these are useful, Internal Culture and Communications can provide huge benefits to your company ONLY if it is done strategically and holistically.

  10. OUR METHODOLOGY We set up goals and detailed plan of activities that lead us to their accomplishment. Final evaluation of plan performance is one of the key steps of every strategy. We implement the strategy through set of specific actives, such as Internal branding, events, publications etc. We offer solutions for successfully organizing departments, procedures and processes, through well communicated share of responsibilities.

  11. OUR RESEARCH will examine all the 3 brains of your company

  12. What your employees THINK? (information on key matters, knowing and understanding of roles and procedures and possibilities for advancement)

  13. What your employees FEEL? (current emotional state in the company and employee satisfaction)

  14. What your employees DO? (participation and models of behavior)

  15. How do the employees • see the • Internal Culture • and • Communications?

  16. WELCOME TO OUR RESEARCH OBJECTIVES

  17. How informed are they about the company, including wider and imediate surounding • How informed are they about possibilities for professional growth within the company • Understanding of roles and procedures • A. THINK • RESEARCH OBJECTIVES • B. FEEL • RESEARCH OBJECTIVES • Assesmentof the emotional state in the company • Research of the employee satisfaction • Identification of the key emotions • C. DO • RESEARCH OBJECTIVES • Identification of the present behaviors • Testing of the application of the regular systems of development, advancement and rewarding of the employees • Assesmentofparticipation (current and future) in employee programs • D. IC and Specific questions • RESEARCH OBJECTIVES • Assesmentof current status and specifics of IC, including needs, sources and tools. Review of specific questions

  18. Final goal BRAND AMBASSADORS

  19. What will the results tell us?

  20. THINK FEEL DO

  21. WHAT IF...

  22. What if...THINKscores low? THINK FEEL DO

  23. IT MEANS THAT THE EMPLOYEES ARE... Misguided Unconscious Not interested Unfamiliar Uninformed Confused Misinformed Not aware

  24. EXAMPLE OF THINK RESULTS SCALE

  25. What if...FEELscores low? THINK FEEL DO

  26. IT MEANS THE EMPLOYEES ARE... Reluctant Distant Unconcerned Shy Indifferent Not motivated Stale ...etc. Remote Far Unmoved

  27. EXAMPLE OF FEEL RESULTS SCALE

  28. What if...DOscores low? THINK FEEL DO

  29. IT MEANS THE EMPLOYEES • ARE NOT... Proactive Participating in the Company activities Engaged ...etc. Ambassadors of the Company

  30. EXAMPLE OF DO RESULTS SCALE

  31. Based on the results, we propose implementation of SPECIFIC ACTIVITIES...

  32. OUR TOOLS Internal portal Newsletters Publications Suggestion boxes Meetings Events Team buildings Quizzes Internal branding Etc…

  33. RESULTS Through the three brain approach we achieve: • Increased efficiency and productivity • Higher employee satisfaction and retention • Faster and more accurate decision-making • Proactive and engaging employee behavior • Better coordination and understanding between units and departments • Conflict avoidance and quick resolution • Open, positive and empowering corporate culture

  34. We are especially proud of GOLDEN UEPS AWARDwe won for Internal Communications strategy implementation in Nelt.

  35. CASE STUDY 1 Industry: Distribution and Retail Description: A leading company with operations in the whole region, employing more than 1000 people, asked us to become their strategic partner in InternalCommunications. Process: First, we implemented the research with a well-executed campaign that managed to engage employees in high numbers (900 people replied). Second, the detailed analysis indicated specific challenges that need to be addressed such as the ‘Silo Effect’. Third, the strategy and activity plan was devised with active participation from various departments (corp. comms, HR and quality assurance). Progress: Implementation is developing according to an annual plan in which DNA has continuous involvement. Results: Early feedback indicates a strong move towards a more desired internal culture and a positive change on people’s beliefs, attitudes and behavior. How is the model implemented?

  36. CASE STUDY 2 Industry: Banking Description: A major player in the Serbian financial sector, with more than 3000 employee, has approached us with the request to help them structure better their InternalCommunications. Process: Research was done in two ways, an online survey for all employees and personal interviews with the top management. Insights indicated interesting gaps between the two groups as well as various key issues that needed to be resolved. For every issue separate objectives, activity plan and feedback mechanisms were suggested to the client. Progress: We delivered a one-day workshop to the top management for presenting and discussing both the research insights and the activity plan, in order to build consensus. Results: The research, the plan and the workshop were instrumental in creating an in-depth understanding within top management of the current situation and how it can be improved in practice. How is the model implemented?

  37. CONTACT US For a personal presentation of the DNA Internal Communications methodology feel free to email or call us by using the contact details below. We will be happy to meet you and discuss how to take yourInternalCommunicationsto the next level! DNA Communications Baba Višnjina 20/I, 11000 Beograd +381 11 41 40 790, 41 40 791 dna@dna.rs, www.dna.rs

  38. was founded at the end of 2012, as a result of merging of two agencies: Gistro Advertising, a full service agency operating on the domestic market since 2001, and the agency Touchpoint, providing strategic marketing consulting, on the Serbian market since 2011. The goal of this fusion was creating a new agency model, which will unite the creative and strategic approach to offer services with a new, fresh, strategic principle. We created a full service agency that provides tailor made solutions in the areas of branding, advertising, digitalcommunications, event marketing, PR, … internalcommunications

  39. SOME OF OUR CLIENTS