Description
In the course of learning a second language, learners will frequently encounter communication problems caused by a lack of linguistic resources. Communication strategies are strategies that learners use to overcome these problems in order to convey their intended meaning
The following document represented the Communications Strategy for a company-wide Human Resources systems implementation. There were a total of 88 changes affecting employees (HR policies, benefits and pay administration) and numerous changes to internal processes. 5 COMMUNICATION STRATEGY 5.1 Introduction
The objective of the Communication Strategy is to effect information sharing. The formal communications Plan will allow<company>to maintain the effectiveness of its workforce through transition and influence stakeholders to participate through the avenues and forums provided. The Communication Plan contains the following elements: • • • • • Communications Purpose & Objectives Communication Principles Audience Identification and Analysis Communication Activities (by audience, message, media, timing) Evaluation Plan
_____________________________________________________________________________________________ <PROJECT> Communication Plan -1 -
6 COMMUNICATION PURPOSE & OBJECTIVES 6.1 Purpose
The purpose of the Communication Plan is to contribute to the successful implementation of <project> with the right communication delivered to the right audiences at the right time.
6.2 Objectives
Enable Leadership Advocacy: Provide information to enable leaders to be advocates of the project. Build Synergy of <project> Team: Provide communication that helps build the team’s effectiveness. Prepare Management and Staff: Create awareness and understanding of <project> impacts and implications - on staff jobs, employee benefits, work processes, HR policies, etc. Enroll Staff: Generate interest and buy-in to <project>. Tell them about project developments so that they feel involved, have an opportunity to give feedback, and are acknowledged for their contributions. Manage Expectations : Reinforce the scope of the project realistically (under promise / over deliver) to manage perceptions/expectations and to ensure staff understand that there will be (temporary) takeaways prior to long term gains being realized. Improve Human Resources’ image: Demonstrate how <project> supports HR’s mission of delivering people capability to<company>business units enabling them to meet their business objectives.
_____________________________________________________________________________________________ <PROJECT> Communication Plan -2 -
7 COMMUNICATION PRINCIPLES
The following guidelines outline the preferred way that communication is developed and delivered. They are assumptions that govern how communication activities take place. • • • • • • • • • Tailor communications to discreet audiences according to needs analysis. Design communication using fact-based information and deliver openly, regularly and in a straight forward manner. Ensure communications contain consistent core messages. Deliver face-to-face / one-on-one where messages contain job sensitive information (i.e.: an individual job will change). Continually reinforce the business reasons for change. Consistently ask for feedback and involvement, and acknowledge same. Evaluate at pre-determined points to ensure message is understood. Pursue communication opportunities at involvement activities (focus groups, BPT workshops, training sessions, etc). Consult with Corporate Communications through various phases of the project to ensure communications related decisions meet with corporate approval and fit within company protocol and standards.
_____________________________________________________________________________________________ <PROJECT> Communication Plan -3 -
8 KEY DELIVERABLES OF THE COMMUNICATION PLAN
The Plan contains these key deliverables: • Regularly scheduled meetings with the following groups: Steering Committee MAT (Project Management Team) Project Team (whole group, and separate functional, technical and quality assurance team) Bi-monthly project newsletter circulated to the HR Community including the above teams Team events and celebrations at project milestones Covering communications for training and other implementation activities Communications (various media) integrated with existing<company>vehicles (regular publication, ongoing “Plan”)
• • • •
_____________________________________________________________________________________________ <PROJECT> Communication Plan -4 -
9 MECHANISMS
Communication mechanisms will be selected from the following available sources according to the objectives and audience of each communication piece. • • • • • • • Workshops Focus Group Sessions Project Newsletter Corporate Newsletter E-mail memos Presentations at pre-scheduled meetings (HR Conference, Senior Manager’s Meetings, HR staff meetings, etc.) Information Sessions with PeopleSoft Prototype Demonstrations
Other mechanisms linked more to implementation but which can be considered communications pieces: • • • E-mail conference board HR Help Centre Designated Support Leaders throughout company
_____________________________________________________________________________________________ <PROJECT> Communication Plan -5 -
10 AUDIENCE IDENTIFICATION AND ANALYSIS
Audience identification is the process of determining groups of people who have similar roles/responsibilities regarding <project> and therefore similar needs for information and communication.
Audience EMG (Executive Management Group); HRPC; SMG (Senior Management Group) Steering Committee
Characteristics Responsible for divisional business and overall corporate financial results
Communication Needs Input to vision, high-level awareness of <project> impacts on work units, understanding of <project> potential for increasing business effectiveness
Preferred Media Presentation at scheduled meetings / Print
Responsible for overall project Input to global vision, input to direction <project> business decisions, ongoing project status reports Responsible for effectiveness of HR function / sensitive to differing needs of individual divisions Responsible for HR policy
Regular Monthly Meeting
HRC (HR Council – HR Executive and Consultants)
Need regular progress status Regular reports, and input to significant Monthly decisions. Meeting
HR Product Managers
Need regular progress status reports, input to significant decisions Need to understand HR strategy overall, <project> impacts, how changes affect them and their client areas Need project status updates including sharing plans, milestones, issues, problems; need understanding of other teams, and feedback on team progress
Information Session, print
HR Line Managers (retail and nonretail)
Undergoing paradigm shift from HR managers/administrators to HR strategists/advisors Integration of technical and functional team challenging
Information session, print
Project Team
<project> allteam meetings, e-mail, group meetings
HR Community
Act as resources Need rounded <project> for<company>line managers – information to carry out face of HR functions and support line staff, need awareness of project progress
Workshop, print
_____________________________________________________________________________________________ <PROJECT> Communication Plan -6 -
Audience
Characteristics
Communication Needs
Preferred Media Self-study, print, workshop Retail only: Retail People Plan Toll-free help line, face-toface from manager, print
Line Managers (People Managers)
People management a new major accountability – new focus on this area of management – facing recruiting challenges, time and expense challenges Time crunched, prevalent feeling of information overload (communication survey), incomplete understanding of HR practices, policies, etc./
Need to know how <project> will help them manage people, need information to inform delegates who assist with people management and administration
Employee Population
_____________________________________________________________________________________________ <PROJECT> Communication Plan -7 -
doc_300078130.pdf
In the course of learning a second language, learners will frequently encounter communication problems caused by a lack of linguistic resources. Communication strategies are strategies that learners use to overcome these problems in order to convey their intended meaning
The following document represented the Communications Strategy for a company-wide Human Resources systems implementation. There were a total of 88 changes affecting employees (HR policies, benefits and pay administration) and numerous changes to internal processes. 5 COMMUNICATION STRATEGY 5.1 Introduction
The objective of the Communication Strategy is to effect information sharing. The formal communications Plan will allow<company>to maintain the effectiveness of its workforce through transition and influence stakeholders to participate through the avenues and forums provided. The Communication Plan contains the following elements: • • • • • Communications Purpose & Objectives Communication Principles Audience Identification and Analysis Communication Activities (by audience, message, media, timing) Evaluation Plan
_____________________________________________________________________________________________ <PROJECT> Communication Plan -1 -
6 COMMUNICATION PURPOSE & OBJECTIVES 6.1 Purpose
The purpose of the Communication Plan is to contribute to the successful implementation of <project> with the right communication delivered to the right audiences at the right time.
6.2 Objectives
Enable Leadership Advocacy: Provide information to enable leaders to be advocates of the project. Build Synergy of <project> Team: Provide communication that helps build the team’s effectiveness. Prepare Management and Staff: Create awareness and understanding of <project> impacts and implications - on staff jobs, employee benefits, work processes, HR policies, etc. Enroll Staff: Generate interest and buy-in to <project>. Tell them about project developments so that they feel involved, have an opportunity to give feedback, and are acknowledged for their contributions. Manage Expectations : Reinforce the scope of the project realistically (under promise / over deliver) to manage perceptions/expectations and to ensure staff understand that there will be (temporary) takeaways prior to long term gains being realized. Improve Human Resources’ image: Demonstrate how <project> supports HR’s mission of delivering people capability to<company>business units enabling them to meet their business objectives.
_____________________________________________________________________________________________ <PROJECT> Communication Plan -2 -
7 COMMUNICATION PRINCIPLES
The following guidelines outline the preferred way that communication is developed and delivered. They are assumptions that govern how communication activities take place. • • • • • • • • • Tailor communications to discreet audiences according to needs analysis. Design communication using fact-based information and deliver openly, regularly and in a straight forward manner. Ensure communications contain consistent core messages. Deliver face-to-face / one-on-one where messages contain job sensitive information (i.e.: an individual job will change). Continually reinforce the business reasons for change. Consistently ask for feedback and involvement, and acknowledge same. Evaluate at pre-determined points to ensure message is understood. Pursue communication opportunities at involvement activities (focus groups, BPT workshops, training sessions, etc). Consult with Corporate Communications through various phases of the project to ensure communications related decisions meet with corporate approval and fit within company protocol and standards.
_____________________________________________________________________________________________ <PROJECT> Communication Plan -3 -
8 KEY DELIVERABLES OF THE COMMUNICATION PLAN
The Plan contains these key deliverables: • Regularly scheduled meetings with the following groups: Steering Committee MAT (Project Management Team) Project Team (whole group, and separate functional, technical and quality assurance team) Bi-monthly project newsletter circulated to the HR Community including the above teams Team events and celebrations at project milestones Covering communications for training and other implementation activities Communications (various media) integrated with existing<company>vehicles (regular publication, ongoing “Plan”)
• • • •
_____________________________________________________________________________________________ <PROJECT> Communication Plan -4 -
9 MECHANISMS
Communication mechanisms will be selected from the following available sources according to the objectives and audience of each communication piece. • • • • • • • Workshops Focus Group Sessions Project Newsletter Corporate Newsletter E-mail memos Presentations at pre-scheduled meetings (HR Conference, Senior Manager’s Meetings, HR staff meetings, etc.) Information Sessions with PeopleSoft Prototype Demonstrations
Other mechanisms linked more to implementation but which can be considered communications pieces: • • • E-mail conference board HR Help Centre Designated Support Leaders throughout company
_____________________________________________________________________________________________ <PROJECT> Communication Plan -5 -
10 AUDIENCE IDENTIFICATION AND ANALYSIS
Audience identification is the process of determining groups of people who have similar roles/responsibilities regarding <project> and therefore similar needs for information and communication.
Audience EMG (Executive Management Group); HRPC; SMG (Senior Management Group) Steering Committee
Characteristics Responsible for divisional business and overall corporate financial results
Communication Needs Input to vision, high-level awareness of <project> impacts on work units, understanding of <project> potential for increasing business effectiveness
Preferred Media Presentation at scheduled meetings / Print
Responsible for overall project Input to global vision, input to direction <project> business decisions, ongoing project status reports Responsible for effectiveness of HR function / sensitive to differing needs of individual divisions Responsible for HR policy
Regular Monthly Meeting
HRC (HR Council – HR Executive and Consultants)
Need regular progress status Regular reports, and input to significant Monthly decisions. Meeting
HR Product Managers
Need regular progress status reports, input to significant decisions Need to understand HR strategy overall, <project> impacts, how changes affect them and their client areas Need project status updates including sharing plans, milestones, issues, problems; need understanding of other teams, and feedback on team progress
Information Session, print
HR Line Managers (retail and nonretail)
Undergoing paradigm shift from HR managers/administrators to HR strategists/advisors Integration of technical and functional team challenging
Information session, print
Project Team
<project> allteam meetings, e-mail, group meetings
HR Community
Act as resources Need rounded <project> for<company>line managers – information to carry out face of HR functions and support line staff, need awareness of project progress
Workshop, print
_____________________________________________________________________________________________ <PROJECT> Communication Plan -6 -
Audience
Characteristics
Communication Needs
Preferred Media Self-study, print, workshop Retail only: Retail People Plan Toll-free help line, face-toface from manager, print
Line Managers (People Managers)
People management a new major accountability – new focus on this area of management – facing recruiting challenges, time and expense challenges Time crunched, prevalent feeling of information overload (communication survey), incomplete understanding of HR practices, policies, etc./
Need to know how <project> will help them manage people, need information to inform delegates who assist with people management and administration
Employee Population
_____________________________________________________________________________________________ <PROJECT> Communication Plan -7 -
doc_300078130.pdf