T&PS Comprehensive Communications StrategyOctober 2012

Submitted by Karen Norrell

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Agenda

What is T&PS Internal Communications? Purpose of Internal Communications Need for a Comprehensive Strategy Strategic Issues Strategic Outcomes Strategy Statement Implementing the Strategy

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T&PS

Com

mun

icat

ions

What is T&PS Internal Communications?

Non-client facing internal, inbound and outbound communication; business unit-wide messaging whether

communicated via newsletter, email, quarterly call, presentations for meetings internal to Company, or

management cascade, as well as business communications generated at the department or individual level.

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T&PS

Com

mun

icat

ions

What T&PS Internal Communications Is Not

Client-facing communication, presentations for outside parties such as local or national AFP meetings, or sales collateral

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Purpose of Internal Communications

The purpose of T&PS communications is to coordinate non-client facing communication for the business unit, both inbound and outbound, and to provide teammates with clear, consistent messaging at the business unit level, and to provide communications support to teammates at the individual or department level.

Meetings Email Online LOB Inboun

d

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Need for a Comprehensive Strategy

Results from two recent surveys confirm that we are not communicating effectively with teammates• Information is incomplete or not available• Information is often bogged down in unnecessary technical

detail• Available information is repeated too many times and in too

many places Decentralized communications have resulted in an

unmanaged and inefficient distribution of information• We lack clarity regarding which teammates are responsible for

which communication functions and tasks• Unnecessary repetition of information results in information

overload

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Strategic Issues

Insufficient role clarity• Who is the one person responsible for making sure that

messaging is conveyed to teammates in a timely and coherent way?

• What positions support this individual and, specifically, in what ways?

Decentralized management• “Rogue Messaging” - Lack of coordination between multiple

sources regarding message, audience, and timing• Redundancy – some messages are repeated too often and

others are not repeated often enough Insufficient executive access

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Strategic Outcomes

Clearly defined roles and responsibilities for all communications functions and activities

Centralized coordination of communication efforts Clearly defined and easily accessible protocols for handling

most communication issues (whom do I call if I want to…) An established and known resource for all business

communication needs at the business unit, department, and individual levels

Thoughtful repetition of messaging to ensure successful delivery of the message

Calendar time as needed with the executive team

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Strategy Statement

We will increase effectiveness and efficiency of T&PS internal communications as measured by the annual communications survey by Re-imagining the ways we can use existing or new tools to

produce clear, concise communication Centralizing management of business unit-wide

communications across all channels – meetings, online, and email

Promoting the communications function as a resource for all business communication, including presentations, letters, proposals, and email messages, as well as support for managing effective meetings

More Relevance

Less Technical

Detail

More Timely

Less Redundanc

y

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Implementing the Strategy

Create distinct functional roles based on the current and anticipated needs of the business unit

Introduce new communications protocols to the business unit on the intranet and during the Quarterly Call

Designate a communications czar to centrally coordinate communications and work flow for the communications team

Redesign the T&PS intranet site into an intuitive, user-friendly communication tool