What makes this story so compelling is the social media aspect of both the crisis itself and the strategy for managing the crisis. Public relations practitioners and other communication executives are struggling to craft messages and maintain control of the flow of messages within this dynamic landscape. Nowhere is this dynamic between organizations and their publics more apparent than on video sharing sites, such as YouTube, that encourage citizens and bloggers to be the co-producers of messages.
Internal Communications Campaign — case study Category: Glasgow Housing Association -Think Yes! The Brief from our Executive Team was to take customer service to a new level through a programme of empowering staff to deliver tailored service to customers at the first point of contact.
Our Marketing Service Team took the brief from inception to conception, creating the idea of Think Yes, the brand and the visuals in consultation with a staff focus group. The Communications Team then translated the idea into a suite of communications and led the charge towards better customer service.
They made it accessible, understandable and they kept it alive when staff interest in it could have flagged. The objective of Think Yes was to raise customer satisfaction levels by asking staff to think positively when faced with a customer request.
The pilots were a runaway success and Think Yes was rolled out to the entire organisation in May The results have been remarkable and early indicators suggest that customer satisfaction has increased significantly along with staff satisfaction. GHA has around staff in more than 60 locations.
Around 70 per cent of our staff works on the frontline either in housing or in neighbourhood environmental roles with the remainder in Support Services. Strategy and tactics Martin Armstrong, our Chief Executive, visited staff in the pilot areas to explain the aims of Think Yes face to face with staff: He told staff they were empowered to think yes in the face of customer requests, to take pride in their work, and take action to delight our customers.
The pilots were a huge success. At this point, our Communications team stepped in to tell the story of Think Yes. We spoke to the leaders who designed the programme and the staff who had made it a success.
We had to find a way to explain both what Think Yes was and how it could be emulated by everyone. These conversations culminated in the first Think Yes dedicated edition of the staff newsletter, a Think Yes microsite on our old intranet and a suite of all-staff emails.
Think Yes was introduced to the organization in the February edition of YourNews - our staff newsletter.
The Marketing Services team along with our design team had already created a brand and a suite of marketing materials which were distributed to the network. This included posters, screen savers and branding elements which could be used in communications. Initial communications in our staff newsletters set the scene — explaining what had happened in the pilots and how it had improved customer satisfaction and, more importantly for our colleagues, how it empowered staff to make the right decisions.
Our team worked on the presentation — providing a mix of video, face to face communication and question and answer sessions which really got the message across and galvanised the staff. The Executive Team led every session.
At the end they received their own Think Yes pack with a Think Yes leaflet, pen, post-its and ID lanyard and a personal email from the Chief Executive thanking them — all put together by our team to keep Think Yes in their minds at all times, and to underline their personal role.
The wardens could post their blockage in the box anonymously. We sent these to the leadership team who solved any problems, changed processes and removed blockages.
We then posted the blockages and solutions on the website and in a printed weekly bulletin for the wardens. Some of our frontline staff have literacy issues, and might feel uncomfortable trying to write down their blockages, so we introduced the blockage bursting phone.
Staff could call a number and leave a message - we then passed this on to the leadership team and asked managers to brief their staff, face to face about the blockages and solutions given. It has boosted staff and customer satisfaction by significant amounts.
Think Yes was central to this. Again, we solve the problem then openly publish the blockage and solution.This paper describes the research process – from planning to presentation, with the emphasis on credibility throughout the whole process – when the methodology of qualitative content analysis is chosen in a qualitative study.
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Internal communications, workplace communication and employee engagement including communications planning, employee communication best practices. The definition of tax shelter opinion for purposes of section of Treasury Department Circular No.
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