Sample Communication Strategy

RE-INVENTING XYZ
Communications Strategy
Prepared for:
XYZ BPE Project
XYZ Ministry of Government Services
November 1994
XYZ BPE Project
Communications Strategy Report
TABLE OF CONTENTS 1. INTRODUCTION AND OVERVIEW .....................................................................................................................................................1 2. COMMUNICATIONS PROGRAM OVERVIEW ..................................................................................................................................2
2.1 Activities Undertaken to Date......................................................................................................................................................................................................... 2 2.2 Activities to be Completed in Conjunction with the Presentation of the Business Case for Change .............................................................................................. 3
3. COMMUNICATIONS STRATEGY/PROGRAM OVERHEADS ........................................................................................................4 4. STAKEHOLDER ANALYSIS ................................................................................................................................................................13 5. QUESTIONS AND ANSWERS ...............................................................................................................................................................24
5.1 Action Required............................................................................................................................................................................................................................ 24 5.2 Initial Questions............................................................................................................................................................................................................................ 25 5. 3 Questions Following Brown Bag Session with Staff ................................................................................................................................................................... 31
6. COMMUNICATION WORKSHOP SURVEY SUMMARY ..............................................................................................................37

6.1 Objective of the Workshop ........................................................................................................................................................................................................... 37 6.2 Results .......................................................................................................................................................................................................................................... 37
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1. Introduction and Overview
The following is the interim deliverable of the Communications Team. The work consolidates and reports on the efforts of the team during the period of baselining and redesign. Its intention is to: Share progress and invite feedback and comment to shape the final communications strategy for the Re-invention of XYZ, Provide valuable insight into the current feelings and concerns of employees within XYZ about the change initiative.
The document contains: The Communications Program Overview To date, and Next Steps The Communications Strategy/Program Overheads The Stakeholder analysis Questions and Answers Initial Questions and Answers following the High Level Design Team meeting and first Communications meeting Questions following the "Brown Bag" sessions with staff The output from the follow up analysis conducted after the Communications Workshop for Managers.
Individuals are encouraged to review the content of the various sections of the document and to contact Darlene Dickinson, or David Howden to provide feedback and suggestions for changes or new ideas in respect of any aspect of the Communications Program and Strategy.
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2. Communications Program Overview The purpose of the Communication Program Overview is to provide a guideline that explains what the Communication Team has completed to date and what the Communication Team will deliver after the initial Business Case is presented. 2.1 Activities Undertaken to Date A. The Communications Team 1. Developed a baseline strategy, which includes: a. Objectives b. Audience Analysis c. Attitude/Behavioral Targets d. Key Messages Coordinated and executed the communications program that: a. Consulted on Phase I communications tactics b. Reviewed materials developed by the XYZ internal communications staff c. Hosted regular conference calls to ensure that communications are delivered in the appropriate Medium to the target audience, in line with the agreed-upon schedule
2.
3.Developed communications workshop tools that provides: a. Communications training for leaders/managers b. Strategies for affective change management (internal) 4. Used a measurement tool for Communications that consisted of a: a. Telephone survey
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2.2
Activities to be Completed in Conjunction with the Presentation of the Business Case for Change
In essence, the team is currently "on hold" awaiting information that will be provided by the Business Case. B. Deliverables to be completed as a final strategy in conjunction with the business case is: 1. 2. 3. 4. 5. Detailed specifications on sequencing Additional content recommendations for all activities Recommendations on resources/responsibilities, based on Phase I roll-out Tools/strategies for effective change management (Phases II and III) Tools for ongoing measurement and evaluation
Our Communication Strategy Consulting is being conducted/deliverables being developed to effectively hand over all responsibilities, including work in progress, to the XYZ communication staff no later than 12/15/94.
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3. Communications Strategy/Program Overheads The communications strategy is designed to provide an overview of the new purpose, objectives and strategies for all communication activities. Additionally, the strategy provides a set of key messages consistent to all audiences that are intended to be reflected in all communications activities. These overheads are for the communications teams use and are not designed to be shared widely with employees.
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Communications Baseline Strategy
Purpose of the Communications Strategy/Program Goals Key Strategies Key Messages
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Communications Baseline Strategy Goals

To facilitate understanding among all audiences about the role of the XYZ and the rationale for the transformation. To maintain productivity and customer satisfaction through the transition. To communicate an underlying sense of dignity and respect to all employees, whether they leave or stay. whether To build confidence among all audiences about the new XYZ organization and its new way of doing business.
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Communications Baseline Strategy Key Strategies

Communications will be managed as an essential business. Downsizing ....process. will be positioned as the outcome of the business process reengineering, reengineering, not the goal of the initiative. The primary channel of communications with employees is face-to-face, with print information provided as tools, background, and reinforcement. Top management of XYZ will serve as the communications leader. Communication to all audiences will build in opportunities for feedback. ffeedfeedbaffeedback. Information will be communicated as soon as it is available to those directly by reengineering so they can make informed decisions. affected Information communicated to those affected will be realistic so individuals understand that change will be radical, not incremental. inceincremental. XYZ will be prepared to address media inquiries but will not take a proactive media approach.
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Communications Baseline Strategy Key Messages

This initiative is consistent with the governments strategic direction of deficit reduction by moving out of service delivery. The result will be a more efficient government and improved service to constituents, constituents based on a user-pay model. A new core task, which emphasizes the XYZ role in enabling access to information and providing effective data stewardship, will drive all business process activities and flow through all communication. business XYZ is committed to making this transformation succeed. The redesign project is a well-planned process involving teams of staff members members and Company ABC consultants. Reengineering will produce major organizational changes, which will include include job redesign and restructuring of the organization. These changes are not incremental.
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Communications Baseline Strategy
Three-Phased
Approach Stage-Setting Process Roll-Out Post Roll-Out
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Communications Baseline Strategy Stage-Setting

This is the period when the process teams are completing their high level design activities. Stakeholders, particularly those directly affected by the reengineering, know that reengineering is underway but there is still uncertainty over what will happen and the specific time frames. The goal of communication during this phase is to prepare the audiences for what will come, focusing on the large-scale nature of the change. The content of the communication should focus on the rationale for reengineering, providing information as it becomes available. During this period, it is appropriate to position the leaders/managers as the face-to-face communicators; establish regular feedback channels; and reinforce government benefits such as training and re-training and early exit options.
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Communications Baseline Strategy Process Roll-Out
As the business case is implemented, there will be a time of high uncertainty and concern within the organization. Clear, consistent communication is essential to minimize impacts on productivity and to provide support for those affected. The content of the communication moves away from rationale and focuses on the what and the when so those affected can make informed choices. There should also by a heavy emphasis on communicating the resources that are available to employees, such as outplacement. During this phase, communication needs to be as personal and individual as possible. Leadership needs to be especially visible and accessible. Messages need to be reinforced continuously through larger forums and print media.
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Communications Baseline Strategy Post Roll-Out
Once the new organization is in place, the goal is to move beyond the reengineering implementation. XYZ can expect high levels of anxiety, reduced loyalty, guilt, and increased work stress as employees begin to understand their new job duties and new skills that may be required. This is the time when it is critical to reinforce the business priorities. Although it may be difficult, communication work would focus on obtaining involvement from as many people as possible in the work of the new organization.
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4. Stakeholder Analysis The Stakeholder Analysis is designed to provide a blueprint for execution of the communications programs. The analysis provides identification of stakeholder groups who have a stake in the outcome of the Business Process Engineering within XYZ and an outline of their correct perceptions. Based on where they are now and where we would want them to be in terms of attitude and behavior, the team has then identified the key messages and activities that can help effect organizational change. The analysis is a tool to drive communications forward to the various stakeholder groups.
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Stakeholders
Issues
Satisfaction
Resistance to Change
Business Community
Response time Data security Restricted access Additional Costs
Currently low
Low
Desired Perception/Actions Stage 1- Stage Setting Stage 2- Process rollout Stage 3- After process is rolled-out (Numbers correspond to change) 1. Business as usual 2. Business as usual, continuous improvement 3. Better service, stable, affective system
Key Messages
Communication Activities
There will be a new way of doing business. (Stages 1-2) The XYZ is moving into a new role and focusing on a new core task as an information steward. (Stages 1-2) XYZs new focus is on customers and their needs. (Stages 1-2) There may be new business opportunities as a result. (Stage 2)
Bulletin to XYZs On-line customers Professional groups and advisory groups(mail dissemination) Speaking package for leadership meeting Q&As Mailboxes Fact sheet of services
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Stakeholders
Issues
Satisfaction
Government (include government departments, personal administration, (PAO), and elected officials (MLAs)
Loss of free access Reduction in revenues Potential impact on the Department of Energy
Excellent
Medium
Desired Perception/Actions Stage 1- Stage Setting Stage 2- Process rollout Stage 3- After process is rolled-out (Numbers correspond to change) (All Stages) On sidelines Supportive Provides potential service delivery channel
Key Messages
(All stages) Throughout this process, employees will be treated fairly with respect and support. Control and quality of information remains with XYZ. XYZ is effectively responding to citizens privacy concerns through effective data stewardship. This initiative is consistent with the governments strategic direction of moving out of delivery of service and its deficit reduction.
Briefing notes for MLAs Fact sheet regarding changes in service delivery through RAs Memo from Deputy Minister to other Deputies Briefing other communication directors Meeting at ADM level with Treasury regarding revenue control Caucus briefing (Stage 3) Premier committee-case study feedback
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Stakeholders
Issues
Satisfaction
Citizens
Data security and access to personnel data Turn-around time
Good
Low
Desired Perception/Actions Stage 1- Stage Setting Stage 2- Process rollout Stage 3- After process is rolled-out (Numbers correspond to change) Experience no difference is service during transition (Stages 1-2) Feel assured and confident about data security (Stage 3) Experience improvement in service on an ongoing basis (Stages 3) One-stop shopping (Stage 3)
Key Messages
XYZ employees are treated fairly throughout process. (Stages 1-3) Our data is secure and XYZ will continue to maintain privacy/ confidentiality standards. (Stages 2-3) Focus on customers needs (Stage 3) See a new XYZ (Stage 3) The reengineered XYZ operates effectively with a focus on continuous improvement (Stage 3)
Develop key messages for employees customers Communicate new processes Develop communication services Be proactive on reaction Minister opportunities to communicate according to communication strategy
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Stakeholders
Issues
Satisfaction
Desired Perception/Actions Stage 1- Stage Setting Stage 2- Process rollout Stage 3- After process is rolled-out (Numbers correspond to change)
Key Messages
Citizens (contd)
XYZ is introducing new products and services to meet my needs. (Stage 3)
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Stakeholders
Issues
Satisfaction
Employees/Union
Concern over job security, future Uncertainty over rationale High levels of anxiety over early organizational changes Job loss
High anxiety levels
High-90%
Desired Perception/Actions Stage 1- Stage Setting Stage 2- Process rollout Stage 3- After process is rolled-out (Numbers correspond to change) 1. Have a clear understanding of the rationale for the reengineering Feel as if they will be treated with fairness and respect Understand resources available to them Have a realistic understanding of change taking place Have some sense of control of lives/careers 2. Understand the reengineering process i.e., what will happen when.
Key Messages
Inform regularly Not a privatization exercise. Have not and will not privatize services for the sake of privatization. Not privatizing at all cost. New role remaining employees The redesign project is a wellplanned process involving teams of staff members and Company ABC consultants. Were in a continual process of improvement, no guarantees.
Face-to-face communications w/managers and leadership Regular print reinforcement Management communication training Electronic mailbox Employee hotline--set up at Human Resources Services, Q&As
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Stakeholders
Issues
Satisfaction
Employees/Union (contd)
Desired Perception/Actions Stage 1- Stage Setting Stage 2- Process rollout Stage 3- After process is rolled-out (Numbers correspond to change) Understand options and take action Feel safe enough to share emotions 3. New start they are a value-new role Feel committed to new organization Understand new job function, rather than feel as they need to do more with less
Key Messages
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Stakeholders
Issues
Satisfaction
Legal Community
Concern over affect on their role/business with Service C Concern over cost/access to information
High
Desired Perception/Actions Stage 1- Stage Setting Stage 2- Process rollout Stage 3- After process is rolled-out (Numbers correspond to change) Understand that their business wont be significantly affected Understand/ accept government direction is more of a user-pay model.
Key Messages
The new way of doing business will create greater efficiency, ensure access to data as well as ensure data security. (Stage 1) My overall business will not be significantly affected by this change. (Stage 1) The private sector will effectively manage the outsourced services. (Stages 2-3)
Piggy-back on what Justice uses Face-to-face meetings with stakeholder group Regular communication with special committees to appropriate legal association Briefing package Q&A for Law Society Conference and other forums Law Society article
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Stakeholders
Issues
Satisfaction
Media
Desired Perception/Actions Stage 1- Stage Setting Stage 2- Process rollout Stage 3- After process is rolled-out (Numbers correspond to change) Experience no difference is service during transition (Stages 1-2) Feel assured and confident about data security (Stage 3) Experience improvement in service on an ongoing basis (Stages 3) One-stop shopping (Stage 3) Understand that their business wont be significantly affected Understand/ accept government direction is more of a user-pay model.
Key Messages
XYZ employees are treated fairly throughout process. (Stages 1-3) Our data is secure and XYZ will continue to maintain privacy/ confidentiality standards. (Stages 2-3) Focus on customers needs (Stage 3) See a new XYZ (Stage 3) The reengineered XYZ operates effectively with a focus on continuous improvement (Stage 3)
Develop key messages/ briefing packets/Q&A No proactive placement until, after Stage 3 Designate a XYZ spokesperson who is fully briefed/trained
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Stakeholders
Issues
Satisfaction
Desired Perception/Actions Stage 1- Stage Setting Stage 2- Process rollout Stage 3- After process is rolled-out (Numbers correspond to change)
Key Messages
Media (contd)
XYZ is introducing new products and services to meet my needs. (Stage 3)The new way of doing business will create greater efficiency, ensure access to data as well as ensure data security. (Stage 1) My overall business will not be significantly affected by this change. (Stage 1) The private sector will effectively manage the outsourced services. (Stages 2-3)
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Stakeholders
Issues
Satisfaction
Private Agents
Want a greater role in service delivery to create more business opportunity Want to be primary distribution channel for government services Want more efficient systems
High
Low-support of longterm direction
Desired Perception/Actions Stage 1- Stage Setting Stage 2- Process rollout Stage 3- After process is rolled-out (Numbers correspond to change) 1. Business as usual We will play a key role in delivery of service 2. Business as usual, continuous improvement Changes will produce more efficient processes/ systems Our job is easier 3. Better service, stable, affective system Outcome will be more service delivery through PA work
Key Messages
See Perceptions Box. In addition, add core messages. There will be a new way of doing business. (Stages 1-2) XYZ is moving into a new role and focusing on a new core task as an information steward. (Stages 1-2) XYZs new focus is on customers and their needs. (Stages 1-2) There may be new business opportunities as a result. (Stage 2)
Quarterly update, regular meetings w/association Reinforce customer service groups to do focused training, receive feedback Minister speaking to group after Stage 2-training requirements for agents
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5. Questions and Answers The purpose of the Question and Answer section is to provide you with a tool that will help you respond consistently to commonly asked questions from your employees. There are two sets of question and answer samples included: The initial set of question and answers prepared by the communications team at the start of the Business Process Engineering initiation. The second is a set compiled during the ongoing initiative, up to and including items raised during and after the known bag sessions held in October.
These are not intended to be used verbatim, and are included to inform and invite feedback from the Business Process Engineering Team Leaders and others, so that a set of consistent answers and key messages can be developed and used moving forward. This is a document in progress. As additional questions arise or as new information emerges, questions and answers will be added or amended accordingly. 5.1 Action Required Please review the attached and make any comments/suggestions for changes/amendments to either Bob or Betty. Please filter all new questions that you or your employees have through Betty, Communications Department, at (555) 555-5555.
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5.2
Initial Questions
About the Project 1. What is the purpose? The purpose of the re-engineering process will be to transform XYZ into one unified organization that is better, smaller, and cheaper. What is Business Process Engineering (BPE)? BPE requires a clear understanding of how processes currently work and a lot of creativity about how they could work in the future. BPE starts by mapping key business processes, then simplifies them as appropriate and identifies opportunities for further improvement. In many cases technology can be implemented to achieve efficiency. As part of the BPE process the organization will be restructured to reflect the new way of doing business. Why are we making more changes? XYZ is looking to get out of direct service delivery, streamline administration, and be more cost efficient. This will include looking to the private sector to help meet these objectives. How will the process take place? Ten teams are involved in the activities required for this project. Staff at all levels of the organization are participating on committees and process re-design teams. Team involvement will change as we identify different requirements for input. What is the time frame for the BPE study process? How long will it take for us to reach a new organizational structure? Our target is to complete the mapping and re-design phase by mid November. This will provide us with a framework consistent with the future of the organization.
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6.
Is the purpose of this project to privatize more service delivery? XYZ has not and will not privatize service delivery for the sake of privatizing. BPE will identify the processes that are part of our core task, and which are not. Functional outsourcing will be considered for our core processes where results show reduced costs and/or improved services. What are the objective of this project? Define the role of XYZ in terms of how it provides value to its customers and stakeholders. Chart the business processes required to provide value. Determine which processes are core and which can be outsourced. Recommend technology appropriate to the new role and core processes. Estimate human resource requirement of the new XYZ. Suggest a new organizational structure for the new XYZ.
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About the process 8. Does the BPE process look at our end product and suggest how we can make improvements to create value? Yes, the process will identify if our outputs are the right ones and what opportunities XYZ may be missing. We will look at how existing outputs can be improved and what new services can be implemented to better serve the Public. What is the criteria for functional outsourcing? Functional outsourcing will be considered for our core process where results show reduced costs and/or improved services. Is the process cast in stone, or can the model be changed? No, the model is not cast in stone, but it provides a workable model until the baseline study is complete. This model is a useful tool that gives structure and ensures the process teams focus along the same lines. The process phase also identifies things that dont fit and then adjusts the model to reflect these areas.
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11.
This process is moving quickly. What steps have been taken to ensure that we are preceding logically? A structured methodology will be followed throughout the process and staff at all levels of the organization will be involved. How long will it take to see information technology changes? During the process, assumptions have been made that information technology could streamline functions. Once the re-design process is complete, we still must determine if it is cost efficient to use information technology, whether it be bought off the shelf or specifically designed for XYZ. Some quick fixes may be possible. In other cases, development of technology will take longer. Changes will commence this fiscal year with the requirements completed by April 1997.
12.
About the project teams 13. Who will be involved in this process? The Ministry of Government Services, XYZ and Company ABC personnel will be involved in the work of defining exactly what changes must be introduced to help meet our mission. A reengineering team has been selected based on their knowledge and expertise. Within this team there are 9 sub-teams. Six teams deal with core processes: 1) Establish Standards (team leader: Beverly) 2) Accept and Secure Information: (team leader: Brenda) 3) Control Access to Use Information (team leader: Brad) 4) Technology (team leader: Bill) 5) Manage Relationship (team leader: Bob) Four teams deal with support process: 1) Communications 3) Organization 2) Finance 4) Architecture (i.e., system) How were individuals chosen for the teams? Individuals chosen for these teams were selected based on the individuals knowledge of the business and their ability to contribute new ideas. Will current projects be reassigned?
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15.
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Where necessary, routine tasks will be reassigned so team members can focus on the BPE project.
About how BPE affects me 16. How will BPE affect: a) My workload b) My colleagues c) Projects already in place d) The way I operate my office It is anticipated there will be a staged implementation, and we will continue to provide information as it becomes available.
About Stakeholders Communication 17. How will our customers and other stakeholders be informed about the BPE process? We are developing a communications strategy that will provide updated information to our customers and stakeholders about the BPE projects and incorporate their input into the process. As information is provided, staff are encouraged to talk with customers and stakeholders about this process. Stakeholder input is vital to this process.
About Staff Assistance 18. We are aware that there will be staff reductions. How many positions will be reduced? Results of the BPE will not be known until we have worked through the re-engineering process. Although jobs will be affected; how many jobs, in what way, and when has not been determined. Will separation packages be offered? We expect some sort of separation package to be offered, but negotiations are ongoing and an offer has not be ratified. Details will be made when an offer has been ratified.
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19.
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20.
What resources are available from Human Resources for employees? Human Resource Services can provide information on benefits, pension, position abolishment, separation payments and re-deployment opportunities. An information line will be installed by the first week of October. Hours of operation will be 8:15 a.m. to 4:30 p.m., Monday - Friday. The telephone number is (403) 427-0402. Information can also be picked up from Human Resource consultants located on the 9th floor of the John E. Brownlee Building. Human Resource Services generally provide information and workshops on job search techniques, interviewing skills, and resume writing.
About the new XYZ 21. What is the role of XYZ? The "ore task" of XYZ is to set and maintain standards for hold safe and enable approval and access to information. How will five Service units become one? In combining the five Services, we will look at creating one organization with five areas of specific information and expertise. Common service areas that inter-relate among the five specialized areas will be examined. Unique qualities will be examined. What are the long term benefits of this process? The new XYZ will offer staff opportunities through new jobs and better automated tools to support them. New business opportunities will be created in the private sector. Cost will be minimized by providing access to the information through competitive and efficient business partners, enabling technologies, and the adoption of a lean organizational structure. How will integrity and security of information be maintained? Integrity and security of information are a key component of XYZs Core Task. Wherever services are provided, contacts will include strict confidentiality provisions. As processes are designed, technology will be used to ensure protection of personal privacy.
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25.
How does this process relate to the Business Plan? BPE is a process that will ensure XYZ meets the goals established in the Business Plan.
About Company ABC 26. Who is Company ABC? Company ABC is the information technology partner chosen by XYZ. We are also using their expertise and methods to explore new and innovative ways of conducting the business of XYZ. BPE will involve teams and will not be a technology-driven exercise. How was Company ABC chosen for the outsourcing contract? Company ABC was chosen based on a proposal call which considered both cost and value for dollar. How much is this BPE process going to cost? The cost of the BPE initiative will be covered within the Information Systems Management Services contract with Company ABC. This seven year contract will reduce overall information technology costs by over 35% by the third year of the contract.
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5. 3
Questions Following Brown Bag Session with Staff 1. If through the redesign process some functions are outsourced and some functions stay, will the remaining functions eventually be outsourced? If through the BPE process a cost benefit is not realized by implementing technology or outsourcing functions, they will remain. As technology becomes more affordable, it may become beneficial to outsource functions. XYZ will continue to improve and provide the best service possible to clients. What will happen to staff if documents are handed off electronically? If technology is applied, it means the organization will get smaller. That is why we are having brown bag sessions involving as many people as possible so individuals can begin to make informed decisions about their future. Technology will only be applied once a cost/benefit analysis has been completed. New technology will create opportunities within the organization, as well as additional private sector opportunities. How have our stakeholders been involved? Involvement with our stakeholders has been both direct and indirect. Meetings have been ongoing with the legal community and Law Society. Private Agents have been informed at their association meeting, October 15. As we move ahead with the business design process, we will begin to gather more detailed feedback from our stakeholders. Is the bottom line, Private Agents deliver, what we do? The bottom line is not known at present. Change will take place, but not until we do a cost/benefit analysis and determine if change can be justified. Has cost of service been considered in BPE? Yes, the cost of service has been factored in along with customer expectations. Is there a central location where staff can submit suggestions? Staff can submit suggestions or input directly to Brad or any Team Leader. How long before we know anything definite?
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The business case will tell us what XYZ ideally should look like. If we keep to the schedule this information should be available by the end of November. This overview of the new XYZ will give staff an idea of what positions will be available, what skills will be needed and where they can fit within the organization.
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What can individuals do to be better prepared? Additional brown bag sessions will be planned in the future to keep staff informed. Information will be made available as soon as possible. Is there any specific point when changes will be complete? XYZ will continue to improve services as it looks for new ways of doing business. A schedule for any significant changes will be established and communicated as soon as possible. Will there be opportunity to work for Company ABC if outsourcing continues? XYZ staff are skilled, knowledgeable workers. These attributes will be in demand by any private sector firms that are awarded contracts. How long before we know the business opportunities for the private sector? The business case model schedule for completion in November will give us a better idea of additional private sector opportunities. As positions are identified by the Human Resources Factor Team for the new XYZ will specific skill classifications be identified? The functional titles will provide a sense of what skill level will be required. Specifics on job requirements will follow.
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Brown Bag Session - City 2 13. Are there sound reasons why you wont allow certain services to be administered by the Private Agents? The BPE process will continue whether some functions are too complex or infrequent. Is the office in City 2 going to be closed? Will the City 2 office amalgamate with City 1? No decision has been made on closure or amalgamation. How will we find out about what will be happening? Same as questions 7 and 8. How long in advance? Same as question 7. Will there be retraining? See HR questions following.
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Additional Questions from Managers Survey
About the process: 18. Will the service be better? The overall direction is to improve accessibility to service and maintain the integrity of XYZ data. How will decisions to outsource certain functions be made? See question 7 of September Q&As. What are the cost benefits of doing this? See question 24 of September Q&As. What are the political issues?
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We dont manage the political issues. The minister, his caucus, and cabinet colleagues do.
About Team Members: 22. Are the members of the communications team the right people? Individuals on the communications team were selected based on their knowledge of the business and their ability to contribute new ideas. The communications team role is to provide communications support to XYZ during the reengineering process. Leadership is provided by XYZ management and its everyones responsibility to communicate effectively during the process. Where do they get the right resources if they are not knowledgeable? The communications team works closely with representatives from other teams to get the information they need. The communications team relies on Process and Project team leaders to provide updates regularly, so they can gain the knowledge required to meet the overall communications needs.
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About Communications: 24. Will there be continued attempts at communicating on a regular basis? See question 8.
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About Human Resources: 25. During the transition period, how will redeployment occur? Employees interested in redeployment opportunities should submit their resume to Bonnie in Human Resource Services, requesting help with a job search. Whenever a job (at the same classification level and with the same type of responsibility) becomes available anywhere within the Government, your resume will be faxed to the employing department for consideration. Interviews will be arranged between employees and prospective employers. Where time permits, job opportunities will be posted for up to five days. Also, watch the Bulletin for job opportunities. A transfer can be arranged for a chosen candidate without a change in employment conditions or benefits. If you accept a position in a lower classification, your salary will be adjusted to fit into the new salary grid. Promotions are not available through this exercise.
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How will be new organizational structure affect job sharing? Job-sharing is a recognized employment option within the Government. Job-sharing arrangements will be reviewed by management and human resources to ensure they fit in with the new structure. How will employees that have long term disabilities be affected? We will work to place employees with long term disabilities in a position, just the same as all other employees affected by re-engineering. Will employees be treated the same? All staff are treated equally. What about the first ones out of the gate, will they be the first ones to go? The Business Process Re-engineering will define exactly what our business is, the skills required to do it, and the tasks necessary. Once these jobs have been identified, staff with suitable skill sets will be placed in the positions, or competitions will be held. All XYZ staff will be able to apply for the posted positions. What will the effect be on wage and temporary employees?
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Wage and temporary salaried employees with more than two years of continuous service will be provided with adequate notice if their services are no longer required. In accordance with the Letter of Understanding and the Master Agreement this equates to 1 1/2 weeks notice for each year of service up to a maximum of 25 weeks. Specific details can be discussed on an individual basis.
31.
Will employees be relocated? If so, what are the details? If required, employees will be relocated in accordance with personnel policies and procedures. Each case is dealt with separately. Details will be explained to individuals who may be relocated. Are there any Human Resource issues that we need to be aware of? Human Resource Consultants works for the interest of individual employees. If you have any questions, call Human Resources through the Information Line. What will be available to affected employees? Training is available to employees of the new organization, as well as to meet the identified needs of the new employer. Redeployment searches, time-off to attend interviews, assistance with resume writing and interview techniques are some of the services available. Contact Human Resources and let them know what you need. Will there be training available for people who may have new positions? Yes, training will be provided. What will the new organization structure look like and how will employees be selected? The new organizational structure has not yet been determined. However, when staffing positions in the new organization, interviews will be conducted where several employees have the same mix of education and experience necessary for a job. Where positions remain the same, depending on the associated circumstance, such as unique skills, staff will most likely remain in the position.
32.
33.
34.
35.
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6. Communication Workshop Survey Summary The purpose of this section is to provide you with an analysis of the Communications Workshop that was conducted on September 22. 6.1 Objective of the Workshop The objective of the workshop was to help managers consistently and effectively communicate key messages and address key concerns with their employees. 6.2 Results The summary that follows contains the questions that were asked in the survey, key issues that emerged from those questions and a compilation of verbatims. It provides valuable insight into the current feelings and concerns across the workforce and will be a key component in shaping the final strategy and ongoing communication activities.
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Communications Workshop Survey Summary n=17 (two calls were made to each participant, with messages to return the calls) 1. On a scale from 1 to 5, with 5 being the most useful and 1 being the least useful, how useful was that workshop. The mean score was 2.96. Scores range from 4 (three incidences) to 1 (one incidence). 2. What was the most valuable part of the workshop? About half of the participants thought the information on business process engineering was the most valuable. Another half cited the handouts on transition as the most useful. Some participants mentioned multiple items. Verbatims include: Getting the summary mandate and the mission/core business of XYZ. The time scheduling, the fishbone diagram and the handouts were also available. Focusing on the different ways we do things, the before and after process flows and the efficiencies realized from those flows. Nothing really jumped out at me. The overall picture--where we were headed and how to get there was clarified for me. This is difficult to answer. Our future is limited. There is going to be dramatic downsizing. There needs to be greater clarification around specifics.
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3.
The least valuable? The majority of participants thought the role playing exercise was the least valuable part of the workshop but not necessarily because of the content of the exercise. Many of those responding thought that the exercise was rushed or didnt like the fact that the workshop ran overtime. Others indicated discomfort with the managers role as communicator that was introduced in the exercise. According to one participant, How can we be expected to participate in communicating messages if we may be abolished by the system? Verbatims include: The role playing was rushed and didnt receive the benefit. The introduction, I have heard this many times. Nothing that wasnt valuable. All the information was useful.
4.
Have you had the opportunity to share any of the information from the workshop with your employees? Most participants have shared some level of information with their work groups. Feedback from those employees has varied, depending on how the work group has been affected by change in the past. Responses varied from We have gone through this (before)...to The shocking news really hits home. Predictably, employees want information that provides specific detail about the affect on their jobs.
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One respondent shared a number of employee questions, which are included in these verbatims. Verbatims include: I have shared the information with some of my employees, the supervisors who report to me. I provided packaged support material to them. Their reaction was quiet. The shocking news really hits home. They were pleased with the extra information; however, this is not the best news to hear. I have shared this information a bit. I have organized more formal meetings for next week. People are nervous and apprehensive, and want to know what this means to them. I have shared with all 26 of my employees. I used the material that was provided to me from the workshop. I chose the items from the handout and grouped the most applicable phrases that they could continue to use, to familiarize themselves with the jargon, the stuff that affected their lives. Their reaction was very positive. We have already gone through this situation in Service D so most of the people are familiar with what is and will be happening. This is not new to them. They know how to react. Yes, I did a presentation on the particular time frames for BPE, the core business, how XYZ future fits into our business (quick overview). My staff attended this presentation. The process team person in my group spoke about what they were doing. Reaction from the group seemed to be ambivalence. We have outsourced 100 percent already in Service E, therefore, there was not much to tell people. We already changed our procedures. We designed a new system and implemented it in 1988. We already realize the efficiencies of doing this. Even though this is not new, it is still very important. I have no people left to communicate the messages to. The process teams have already been briefed. Some concerns and issues have been expressed on a more informal and candid basis. This was done as a consequence of their workshop. There seems to be a commitment to open communications. However, I have misjudged on how bitter people really are. There is much bitterness and resentment in the organization. The people need real things to look at so an effort can be made to address their concerns.
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Yes, I have planned a meeting, however I dont have many staff that report to me. I conducted face-to-face meetings to my secretary and my research and administrative officers. They were curious to know how this affected me and wanted to know how this will impact their future. Yes I did, I ran four sessions and went through previous material and the Communication hand-out material that listed the 35 points. However, I felt that not all of the points were valid. I think it is ludicrous to give up smoking. That is not being realistic. I made copies of these points and handed them out. They accepted some of the material but laughed at the smoking point. To give up smoking is stressful. I shared this information with one of my employees. I shared the basic information. They accepted this, however they want more information about BPE. Starting this week, this information with be shared with my employees. I will work with another manager and will use the handouts that were given to me. I will refer mostly to the Q&A portions. No, I only have one person who reports to me. Yes, Ive had a meeting that reviewed the information from the Communications Workshop, however most of my staff attended the workshop. The real agenda hasnt been placed on the door step. Yes, I have had two meetings, everyone is fully briefed. Most of their concerns were for their jobs and how will this affect me. They had a list of questions that they needed answered.
____________________________________________________________________________________________________ Here are some of those questions: Encourage communications to use plain language. I cant understand the communications going out. If Legislative Authority is to make changes, when will they occur? How are stakeholders involved?
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How will decisions to outsource certain functions be made? What are the cost benefits of doing this? Will the service be better? What are the political issues? During the transition period, how will redeployment occur? I want guarantees about employment so I can decide what to do with my future. All committees do not have representatives from all areas of XYZ. How can they design the future without have proper representation? I want to see more details on more plans and how it all ties together, and from a management perspective, what comes out at the end of the project. How will the new organizational staff affect job sharing? How will employees that have long-term disabilities be affected? Will employees be treated the same? What about the first ones out of the gate, will they be the first ones to go? What will the affect be on wages and temporary employees? Are the members on the communications team the right people? Where do they get the right resources if they are not knowledgeable? When the process is reengineered how can we know that it works before actual implementation? In other words, will the plane fly?
What will be available to affected employees? Will there be any training available for people that may have new positions? What type of assistance will be available for those employees that will be let go? Will employees be relocated, and if so what are those details? Are there any Human Resource issues that we need to be aware of?
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5.
Will there be continued attempts at communicating on a regular basis? Were considering follow-up workshops. What kind of information/tools would be most useful to you? Responses in this area varied. There is a general consensus that another workshop should be held after more tangible information on the status of the process redesign is available. Beyond that, individual work group needs seemed to shape responses, which were sometimes polarized, e.g., Cut out the role playing to I see the role playing expanding. Verbatims include: Planning hand-outs for information, more informal meetings to review. Include more information about: Where we are in the process What is going on in the process What is next What the committees function is What are the time frames Better idea of the outcome before the next session. Brads memo had a flurry of description. The people involved on the process teams are nervous. They want more descriptive information. Cut out the role playing. The Q&A section was the most useful opportunity to know what peoples apprehensions are. We need managers to communicate the messages of BPE fast. There has been no mention of the benefits to managers who are communicating these messages. It would be beneficial to brief my employees on how BPE is following-up on the results in the meetings where AR is headed. I have already been through the process. Provide help to communicate messages better. Workshops should be structured different. Please dont use slide presentations. They are too conservative. Talk about the process, where we are at, the management issues, the BPE process that is under way and how the department is being managed.
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The bottom-line and how it impacts us and how soon this will happen. People want specific change information included. I realize we wont have tangible answers for another three months, but we need information about whats happening. The fishbone diagram doesnt get to the answers. Impact on the organization, what is the restructure and resourcing going to look like after BPE and the redesign process. We should have one workshop for staff and one with managers until the redesign is costed or accepted because right now there is not a whole lot to see which is definite until the organizational workshop is complete. We should tell staff direct communication messages from the champions who know first hand; forty managers can have forty different interpretations. Questions to be answered, more detail on how the process works, someone who knows the whole picture. Key questions that I have are: Stakeholders Test redesign and implementation strategy Transition issues for employees What will the new organizational structure look like and how will employees be selected? How will it affect me? I see the role play expanding. Two minutes wasnt enough. We need more time on this and we need to discuss how we could better answer questions that employees have. The communication part is working but we dont have specific answers to the detailed questions that they have. Until reengineering is done, it will be difficult to communicate. We will have to have some feedback to talk about before the next workshop. We need valuable substance to discuss. I dont want to play guessing games. I want to survive if I can survive. The only way Company ABC will get their job done is to have a clear understanding and good communications. I have a good feeling that this organization (XYZ) knows what it is doing. I dont think that XYZ has covered all the issues. I have a concern for the future of information and the concepts they use to gather this information. I want the opportunity to know my career options that exist . Im very frustrated with the lack of communication.
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What are peoples futures going to be? Why did you ask certain people to be involved with reengineering when they are not certain of their future with XYZ. I want to know what will be outsourced and what will be left to do here. People are entitled to know what is going on.
6.
Do you have other improvement ideas for future communication workshops? Again, responses vary. There was general dissatisfaction with the fact the workshop went overtime/ was too long/ too rushed. Verbatims include: Not really, just stay within the time frame. There really is no opportunity for other communication skills yet but possibly before more specific instruction. Need more information. I want to know the outcomes from this reengineering before the next Workshop. How can we be expected to participate in communicating messages if we may be abolished by the system? Those managers know who they are. You lose credibility by doing this. Why subject them to that position? Have the next session after the new organization has been drafted. Make it shorter. It went way overtime. The highlights were too long, there was too much material and too much cramming. There should be one session on BPE and one session on communications and what will happen to the staff and transitions. Managers are a good audience for these workshops. To involve every employee would be too much. It is good to follow up with in house meetings and lunch sessions. Stay on time and provide more details. We want to do whats expected. Not really, the process is a pretty good model, it was explained very well. An update would be useful. The format, content and process were OK.
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I had no problem with the first. In fact it was not long enough, it was too rushed. I think the next workshop should be an entire day. We need an organization that understands whats going on before decisions are made. We need to get frustrations out in the open. We need to cross every bridge before we burn them all. The issues need to be understood and clear before communications can occur. Be specific. In order to run a successful workshop you need to find a way to get people to feel comfortable about talking. There is a huge fear of saying anything that could jeopardize your job. Try to keep hierarchical management out of the discussions. We need to get someone to lead discussions that would make these managers feel comfortable. We need to discuss the results of whats been done to date with the reengineering and what the results are from the reengineering groups. Need a better understanding of the audiences knowledge of the process before presenting to them. This would shorten the session. We need to include a larger audience.
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7.
Do you have any questions that werent answered? What are they? Six respondents had no further questions. The others are indicated below. Verbatims include: What will the outcome of the process be? The workshop couldnt answer these questions yet. That is part of the problem. No, but many managers were hesitant to ask questions because they feel vulnerable because they dont know what will happen them. How are stakeholders involved in the process? There seems to be no plan yet. What do you ask? Tell me what you will do, not that you dont know. No such thing as I dont know, be honest, clear and completely informed. Yes. What will be happening to certain individuals? What is the total percentage of staff that will be reduced? I would like a full understanding of what they want to do with outsourcing. What are XYZs terms of reference? I feel that the tools that we were given to inform Human Resources were very little. If we are to downsize what are the objectives.
8.
What other suggestions or concerns do you have about communications around Business Process Engineering? Most of the responses reinforced what had been introduced in earlier questions. Responses tended to reinforce the need for regular communication through a variety of channels. Verbatims include: We are kept informed but somewhat isolated from XYZ. Being kept informed is important. Want to see more communications up front, front-line staff is usually the last to know. When decisions are made please inform us as soon as possible.
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What is being communicated about the process is old news in a relatively short period of time. Meet to discuss communication strategy for the "big bang." The session needs to be informal. The presentation style seating for the audience was negative, we need a more informal relaxed approach so people can feel more comfortable. I prefer to have HR present and to blend their information into communications. In the second phase, I should get the answers I need. I want to know more about the move from the baselines to the new organizational structure. I appreciate the exercises to get to the end result. Not enough information is coming out but communication is improving. Employees want to know what is the impact and the outcome for my future. More regular communication with weekly updates through meetings or written communications or both. Nothing specific, Beth and Brenda are very effective and on the right track. I feel that the hotline is too conservative and not the way to go. I dont know what the other reengineering teams are doing. I need to know their cross-ideas to understand how to effectively reengineer in business development. Our group doesnt understand the total reengineering picture. It is very difficult to reengineer the business development process without the total picture in place. As long as we are communicating from the top there wont be any room for misunderstanding. This should be clear with not much paper. This was my first communications workshop. More hands-on role playing would be good. The whole process was educational and I understand better. The communication process to date has been very poor. The overall morale is very low, this starts from the bottom up. Once we deal with the morale issues, we will have a better chance to survive. The hotline is a good start. I would like weekly updates on the progress of the process.
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