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HR and Communications: Essential Business Catalysts
Maria LazarimouCEO Advocate/Burson-Marsteller
GPMA HR Forum 2014Athens, April 24
Two Historically Parallel paths
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HR COMMS
Two historically parallel paths…
…now converging
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In today’s reputation driven economy those functions have
no other choice but to converge
They both need to serve a common goal of
creating corporate value
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To do this they both need to build a bridge to the business strategy
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They need to become relevant to the business and join the fight for market share, customer loyalty, license to operate and stock price
A reputation Economy
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“80 percent of reputation leaders across 300+ global companies agree that we compete in a reputation economy in which people buy products, take jobs, and make investments based primarily on their trust, admiration and appreciation for the companies and institutions that stand behind them.
Only 20 percent feel they are ready to deliver on these expectations and even take advantage of them.”
- 2013 Forbes Reputation Leaders study
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HR = In
tern
al Aud
ience
s
Comm
s = E
xtern
al Aud
ience
s
Until yesterday
Two parallel worlds of influence
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Today
Increasingly important HR Challenges
+ HR from the outside
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An extremely complex working environment
technology
internet
Social media
GEN Y
networking
Work-life balance
Aging employees
digitization
Office decentralization
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A new reality
Evolving challenges for HR
• Managing Talent• Managing Demographics• Becoming a learning
organization• Managing work-life
balance• Managing change and
cultural transformation
This is when HR & Coms started dating!
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Both consumers and employees seek companies with a vision and a clear sense of purpose
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The internal and external view of a company becomes unified.
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HR and communications have to work hand in hand, developing and
nurturing the company’s reputation.
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On Balancing art and science
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Companies with high effectiveness
in change management &
communication are 3.5 times more
likely to significantly outperform
their industry peers than firms that
are not effective in these areas.
2013-2014 Change and Communication ROI Study
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“The project made us realize that there are three outcomes for most communication: to
inform, to instruct and to inspire.”
[This] caused us to think differently about outcomes. Why settle for informing employees if there is a chance of
increasing their overall engagement with the firm through more effective
communications?
Internal Communication as a business driver
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HR & Communications
A Common Architecture
Burson-Marsteller has been tracking emerging organizational performance trends and practices since 1997
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• Scanning latest organizational performance- and organizational communications-focused publications, studies and news coverage
• Conducting in-depth interviews with organizational performance counselors and practitioners to understand the practices of public and private sector organizations across most industries
• Leveraging Burson-Marsteller’s latest research on overall communications trends, analyzing the implications for workplace communications
Categories
At the micro level, we continue to see evolution in key trends and practices, but also many “evergreen” practices that hold true from our previous research. But the most significant shifts we’re seeing are at the macro level.
Micro Categories Macro Categories
CATE
GO
RIES
Strategies and Programs
Messaging and Content
Channels and Vehicles
Process and Planning
Structure and Roles
Feedback and Measures
Challenging Times
CATE
GO
RIES
Workplace Environment
Employee Mindset and Behaviors
“Anatomy” of Communications
Macro Trends: Workplace Environment
• From dissemination to conversation
• Digitization significantly affecting expectations
• Workplace decentralization affecting expectations as well
2,000+ European
communications professionals rated “coping with the digital evolution and
the social web” as the most important
strategic issue for the next 3
years, ahead of “linking business
strategy and communication” (54.9% vs. 44%)
European Communication Monitor, 2011
Macro Trends: Employee Mindset and Behaviors
• Individual-centric focus and experiences
• Increasing culture of co-ownership
• From empowerment to entitlement
• Increasing interest in organization’s health
Macro Trends: "Anatomy" of Communications
• Less is more
• Story sharing as well as storytelling
• The power of visuals
• Anywhere, any device
• Digital communities rule
• Relevance has become the baseline
NASA used a visual storytelling technique
to explain the complexity of the
Higgs boson
Newcomers Mobli and SwitchCam are
taking visual story sharing a step
further than “basic” story sharing—
enabling the crowdsourcing of user-generated
videos and imagery on common topics or events to provide a
360o view from around the world
Macro Trends: "Anatomy" of Communications
Target behavior by affecting attitudes, commitment and behavioral intent
Enable professionals to perform successfully as members of the organization
Focus on message and form
Ensure messages are received by audiences as intended; basic quality
Level 1Execution
Level 2Quality
Level 3Relevance
Level 4Influence Behavior
Commitment Attitudes
Relevant – Useful
Customized
Tone/Style – Credible – Compelling
Awareness – Understanding
Preferred Channels/Tactics/Information Sources
Clear/Understandable
Delivery – Accessibility – Timeliness – Frequency
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Finally just to spur your thinking, you may want to
take a quick look at FastCompany’s list of the most
innovative companies. Some of the innovations cited
might suggest some parallels regarding the work
done in HR and Communications that builds better
mousetraps and drives businesses forward.
http://www.fastcompany.com/most-innovative-
companies/2014/
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Working closely together, HR and Communications can become essential catalysts for business growth.
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Maria LazarimouAdvocate/Burson-Marsteller
Facebook – LinkedIn- Twitter:@marialaz