Stage 1 - DEFINING / REFINING THE VISION AND VALUES

Typically we help to define values by:

– employee research to identify what they believe the company values to be, what the existing culture is, how information flows through the organisation.

– visioning workshops to determine the revised values and culture, bringing together Marketing, Business Strategy, HR, Operations to create the new presence.

– testing of the revised values among internal and external markets to confirm the representation is accurate, inspirational and that people emotionally sign up to it.

Stage 2 – ASSESSING PERFORMANCE AND IDENTIFYING THE GAPS

We work collaboratively with HR and Line Managers to assess the current performance and culture against the revised values. Typical activities for assessment may include:

– observe people in action, listen to customer interactions

– review customer satisfaction surveys and employee satisfaction surveys

– surveys and/or interviews with key customers and sales people

– review company policies and recent internal and external communication

Typical activities for gap analysis may include:

– map existing performance against the revised values

– identify the levers that will make a significant difference

– identify likely resistance to change at individual / group / company levels

– identify key stakeholders and influencers

– agree and set new performance improvement objectives and establish the appropriate metrics.

Stage 3 – DEVELOPING SOLUTIONS

We work with Sales and Marketing to plan the communication campaign and with HR and Operations to plan the Learning & Development Programme, helping to co-ordinate and gain synergies from the activities.

We carefully co-ordinate marketing communications to link external and internal campaigns to optimise credibility and share costs.

Typical marketing communications activity may include:

– planning and scheduling.

– creative design and development of the campaign which speaks to and emotionally engages employees and draws on the brand
essence, focusing on the things they care about to emphasise the values.

– media use and planning to stand out, to overcome resistance and to be truly helpful to employees. The media are part of the message, so ensure they are congruent.

Learning & Development addresses all parts of the organisation and it needs to focus on those employees in direct contact with customers as it is there that the customer experience of the brand will be judged.

Typical Learning & Development activities may include:

– determine the objectives and plan the learning

– design and develop programmes to suit the audience and deliver the purpose, using mixed media and opportunities for learning

– ensure the messages and style reflects the marketing communications and share materials to gain synergy where possible.

– establish evaluation measures

We work with HR and Operations to review employee procedures, processes and systems and ensure they reflect the revised values.

We build in feedback loops and processes to deal with the feedback

Stage 4 – DELIVERING SOLUTIONS

We work closely with your people and resources to ensure the optimum delivery of the solutions in terms of quality, consistency, ownership and timing.

We support Marketing to roll out the communications programme, ensuring the involvement of key stakeholders with easy feedback to senior management.

Typically this can include:

– webcast interviews

– emails from senior management

– personal presentations from key people.

We support the Learning and Development team to roll out the development programme - from the pilot, to confirm the design through to the ongoing evaluation and adjustment.

– roll out may include Train the Trainer, co-ordinate cascaded training, establish remote coaching, establish intranet learning site

– revise existing training materials to reflect the new messages and ensure the message is continually reinforced from induction onward.

We help monitor the effectiveness of the programmes
– surveys, focus groups, feedback, suggestions forms, and performance results.

We work with all departments as needed to ensure the revised values and culture are reflected in all the company does and to advise on changes where needed.

Typically this can involve changes to:

– the organisation design and structure

– recruitment tactics to attract and retain the right talent

– company policies and procedure manuals

– performance recognition and reward tactics

– processes to reflect the revised way of working

– systems to support the revised processes, communications and culture

– the working environment and update where needed

We ensure the flow of feedback to the senior management strategy team to review effectiveness of the vision and to adjust as needed.


Stage 5 – AUDITING THE VALUES IN ACTION

We help the management team keep their eyes on the ball and address issues early, working to achieve successful implementation by monitoring and evaluation of the programme.

These are similar tactics to the initial performance assessment and can be used to help establish a regular review process to keep up to date with performance and the values in action and provide an early warning system.