SITUATION
BMW’s HR Division in China has about 500 associates and it sends out 30 key messages to 20,000 associates via various communication channels every year. The new HR SVP felt that HR’s communication can be further optimised for efficiency and effectiveness. He assigned me to set-up a competency centre for HR communication, keeping in mind my past background in communication. I developed a change management plan and spent the next 2 years developing HR’s communication competency. Click here for details.
TASK
Though the role was not very clear at that time other than to filter and improve HR’s communication, I managed to define the project and deliverables at the project set-up phase. The task was to develop quality guidelines and processes, improve the efficiency and effectiveness of existing communication channels and introduce new ones as needed, vet outgoing email message for quality, accuracy and corporate standards, train HR leadership, managers and staff and help them transition through the change. Thus the role was double barrelled: project lead + change manager.
ACTIVITIES
Designed strategic roadmap & action plans
- Organised an analysis of HR Division’s 34 key messages
- Designed a strategic roadmap with 7 competency development streams
- Developed a one year action plan for two streams: comm. function & comm. channels
Developed gatekeeping processes for emails
- Set-up one official email address for HR Division for all email communication
- Developed a 3-day gatekeeping process for outgoing emails called the Red, Green and Yellow Lanes
- Wrote guidelines for joint announcements with other BMW entities
- Organised workshops & meetings to train HR staff on how to use the new system
Established a new HR newsletter “HR AND ME”
- Organised a brainstorming workshop with the HR communication community incorporating a fun contest to design the best newsletter for the HR Division
- Further developed the style book & the editorial policy for the new newsletter HR AND ME
- Produced and published employee video stories into the newsletter
- Set up the English Writer’s Club & also set-up a team of Chinese translators
- Served as the editor of the newsletter and published 15 issues
- Measured readership of the newsletter and made modifications for improvements
Offered change management support
- Worked with impacted key stakeholders to transition to the new communication guidelines
- Offered change management consultancy to stakeholders with special communication challenges
- Developed additional resources to support impacted stakeholders
Installed sustainability actions & training
- Developed & led the annual communication planning process
- Developed a website with best practices & tools
- Wrote the HR Communication Guidebook
- Developed a toolkit called “Communication Campaign Builder”
- Brought together 44 HR staff to form a communication community
RESULTS
80% Reductions in emails
The number of emails to staff reduced by 80%. That 80% were non-time sensitive news and information which was channelled in the newsletter HR AND ME into attractive photo and video stories.
More compelling and unified messaging
Proper messaging was carried out supported by accurate proof points and sometimes collaboratively by different HR departments to strength HR Division’s external image. Emails and stories were edited for conciseness, accuracy and made attractive.
HR Division changed its mindset and upskilled itself for long term change
HR Division managers and staff responsible for distributing HR related news and information were trained and coached and supported with tool kits, plates and website to transition to a more effective and efficient communication best practices for the long term.
Communication efficiency and effectiveness achieved without any cost
These improvements were completed without the hiring of any external agencies or additional headcount. They were made silly by analysing the exisiting communication channels, practices and beavers and by improving them.
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