Healthcare at Home’s winning internal comms
7 Feb 2017 - Awards, Case Studies
Prior to 2015, we’d had major business challenges which significantly impacted employee morale, and despite being market leaders, we needed a more commercially effective business plan. Following these challenges to the business, a new executive team was put in place and there were significant changes made to our strategy, leadership and ways of working.
Having prioritised the important structural changes to the business, we needed to focus on our people; ensuring we brought them on a journey to:
We had a big internal communications task on our hands. We wanted people to feel consulted and part of the change. We planned an in-depth staff survey to fully understand what people were feeling, and what they wanted from their company. We used the findings as the basis for innovative change and ongoing communications.
We felt it was critical to get our people involved from the start, for example, by inviting them to name the survey in a competition. Says Kim Greenhill head of OD at Healthcare at Home,
To build trust and confidence, we planned to make the whole process transparent. We would use the external provider People Insight, and generate anticipation for the survey pre-launch with a broad range of communications; senior and line manager briefings, desktop wallpapers and poster campaigns to promote the importance of taking part.
It was key to help our people get to know the Leadership Team, who many hadn’t even met. Developing animated characters of the leaders for all the communications, we felt would give them an approachable identity.
To help people feel more engaged in the business, we focused on how we would act on the survey feedback and share visibly what was being done; with feedback sessions, cascades and action planning sessions focused on driving improvement.
A visual action plan was planned to act as a central, visible, sharable plan, to be developed with our people translating priorities into realistic, manageable local actions.
Kim Greenhill, Head of Organisation Development accepts her award for Healthcare at Home.
Our CEO and Leadership Team had key roles to play. We’ve been able to develop a significant number and variety of communications, weaving together helping people understand and feel involved in the new strategy, and responding to the survey feedback. Communication activities have included:
Our employees were immersed in the survey project – naming it, responding to it, receiving all the results, and then contributing to the action plans that resulted.
Healthcare at Home now has four powerful strategic objectives, shaped by all of our employees. We have quarterly briefings where every department feeds back on the progress of key initiatives, including the commitments made to our people in the post-survey action plans.
The communication activities identified above were purposefully two way communication opportunities – the Vision 2020 Q&A and the Big Conversations in particular, so that leaders could listen, check buy in, and take actions forward.
At a time of significant change, perhaps we tried to do too much; perhaps next time we’ll try to do a couple of things really well rather than overwhelm people with change.
It is important to give people time to absorb all the changes, and embed new processes.
Another important consideration is to keep a record of all the activities and initiatives along the way, so you remember all the achievements, big and small, rather than trying to recall everything at the end of the project.
Find out more about the EE Awards winners here.
Sign up to our monthly newsletter for all the latest in workplace culture and engagement
Thank you! You have been added to our mailing list.