Bill Quirke demonstrates practically how businesses can use internal communication to achieve differentiation, to improve their quality, customer service, and innovation, and to manage change more effectively. He describes the why, the what and the how of internal communication - why business needs better communication to achieve its objectives, what internal communication needs to deliver to add value, and how organizations need to manage their communication for best results.
Communication is the key to organisational success and nowhere is this truism more apparent than in the influence of internal communication during a transformational process as dramatic as a merger or acquisition. During the complex process of bringing the two sets of employees together, continuous effort is crucial for keeping in touch with how people feel; communicating information clearly across both bidder and target; and beginning the process of creating a new culture for the merged company. Communication is vital, but information on what to do when and how to overcome, or at least minimise, the practical problems inherent in trying to communicate at a time when there is often little news, and when so much must remain confidential is essential. Employee Communication During Mergers and Acquisitions provides a blueprint for your internal communication during a merger or acquisition, it contains checklists, examples and tables to help busy communication and integration teams by providing them with practical guidance and examples of what they should consider. The authors start with the genesis of your strategy and the statutory framework before the partner company has been identified, then move on to each of the stages of negotiation, merger announcement, pre-merger preparation, and in the critical first 100 days, following the merger. The book includes chapters exploring the process of developing the employer brand for the new entity as well as of measuring and building on the success of your strategy and is illustrated throughout by a range of case studies.
If you don't communicate your strategy in a way that your people understand and find compelling, how can you expect them to help you succeed with it? Research suggests only 5% of the people in an organization understand its strategy. If that is true for your organization, whose strategy are the other 95% implementing? Not yours, that is for sure.' Phil Jones' Communicating Strategy is designed to help you communicate your strategy in a compelling and effective way, and dramatically improve implementation and the resulting outcomes. It provides a clear framework for building a communication plan as well as practical information, techniques, tools, tips and exercises that can be applied to explain and deliver a complete and coherent message. There is guidance on how to identify likely obstacles to change and how the psychology behind your story - and the language you use - can help create change champions; as well as details of how to use metaphor, quotations and imagery to paint a vivid picture. The author also explores the reasons why your organization's structure, processes and culture may stifle your story and the steps you can take to align each of these to the strategy. This is an exceptional book that includes elements of organizational theory, human psychology and good, straightforward common sense. If you believe that people will do a better job if they understand what you are thinking and what you want, this book is for you.
What drives or delivers engaged people? Employers need to focus on creating the right conditions. Employers can't impose engagement: people need to choose to engage themselves. In The Velvet Revolution at Work, the follow-up to his best-selling The CEO: Chief Engagement Officer, John Smythe explains that the essential ingredient of the right conditions is a culture of distributed leadership which enables people at work to liberate their creativity to deliver surprisingly good results for their institution and themselves. Using models, examples and anecdotes from his client research he goes on to demonstrate exactly how to design an engagement process; one that is integrated with your business strategy and that is sustainable.
Organizational leaders, governments and trade unions all agree that learning is fundamental to organizational and economic success. The question is how it should best be supported. The Handbook of Work Based Learning delivers a compelling answer to this question. Learning needs to be based in the realities of organizational life. This unique, groundbreaking handbook provides a definitive guide to the set of strategies, tactics and methods for supporting work based learning. The three main parts of the Handbook, which focus in turn on strategies, tactics and methods, are written for both the learner and the professional developer alike. Each includes a description of the process (strategy, tactic or method), provides examples of what it looks like in action, explains the benefits and the likely limitations and provides a set of operating hints for applying the process. Nothing has been neglected, so alongside detailed descriptions of what to do and how to do it, the authors have included the Declaration on Learning, created by thirteen of the major figures in the field of organizational learning, a section guiding you towards routes for gaining qualifications, along with a well-researched set of references and further reading.
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