PoRtFOLIO

by Christopher Needles

This document was prepared for the Corporate Communications and Public Relations Program at Centennial College. The document consists of information taken from a hypothetical scenario. It is for educational purposes only.

April 2007

Summary

Infinitas recently hired external consultant Aubrey Eastpool from Mercer to conduct a board-mandated audit of Infinitas’s operations. While the overall feedback from the audit was positive, from a communications perspective, there are clear areas of concern. Namely, volunteer attrition and aging volunteer population suggest some dissatisfaction with the volunteer program itself. Poor volunteer knowledge of homeless issues and a tendency for volunteers to be unwilling to volunteer in different areas indicates a lack of shared organizational knowledge both between volunteers themselves and between volunteers and the organization. The following are the recommendations by the communications team to take a proactive approach to these problems.

Goal

To rejuvenate the volunteer program at Infinitas to ensure it remains as strong and vital in the future as it is today.

Objectives

1. To increase recruitment of new volunteers under the age of 30 by 25 per cent within next 12 months.
2. To enhance internal communication amongst the existing volunteers by September.
3. To enhance internal communication between the organization and its volunteers by September (September is the date of the next AGM).

Tactics

• 1. Infinitas will hold a meeting in Infinitas’s common room for all volunteers. Meeting will include the head of human resources, Executive Director and at least one board member. Refreshments will be provided. This meeting will be structured so that volunteers from different areas of the organization (resident intake, meal service) will present their key challenges and their solutions to the rest of the organization. This will increase knowledge of different areas of the organization for volunteers and allow their challenges to be heard and addressed by the rest of the organization. Additionally, it will also increase awareness of broader issues affecting the homeless population amongst volunteers. The meeting will also, hopefully, familiarize volunteers with the common room, and encourage them to meet there more frequently and informally. After the structured portion of the meetings, there will be a discussion period for volunteers to interact.

• 2. At this meeting, the launch of a new volunteer area of the Intranet will be announced, and volunteers will be able to give their input regarding what they would like the new online volunteer area to look like. The new area will be designed with more interactive features so that volunteers can share stories and experiences with one another, comment on each others’ experiences, and provide feedback and support for one another. The volunteers’ input at the meeting will be incorporated into the website so that it is ‘volunteer friendly’ and there is a sense of ownership over this area among volunteers.

• 3. The volunteer area will also include a blog from the Executive Director directly to the volunteer base. The Executive Director will discuss key issues facing the organization and its clients (i.e. homeless people) and how it affects volunteers. This will create, in the words of Roger D’Aprix, ‘line of sight’ between the volunteer base and the organization’s goals. This will help volunteers further understand their role in the larger organization, and see beyond just the task that they do (i.e. they are not just a volunteer who serves lunches, but they are someone who volunteers for Infinitas). The entire volunteer area, including the blog, should help to refresh the image of Infinitas in the minds of volunteers by presenting a new and more openly communicative face. The employee area should be user-friendly to volunteers of all ages, but it is hoped it will have particular appeal for younger volunteers (under 30).

• 4. Currently, however, there are very few volunteers under 30 with our organization, so there is a need to attract them in the first place. At the time the volunteer area is redesigned for existing volunteers, there will be an external component designed for new volunteer recruitment, targeted specifically at the under 30 demographic.

• 5. Additional outreach will be necessary. The communications department, with the help of our keen 25-year-old PR intern, will speak to schools, youth groups, colleges and universities about homeless issues. Due to our limited resources, we will need to focus where these discussions take place strategically. High profile schools with large student bodies, such as the University of Toronto and Ryerson University, will be targeted first. Colleges such as Humber, Seneca and Centennial will be targeted next. Then high schools such as Jarvis Collegiate and Lawrence Park Collegiate and smaller youth groups will be targeted. During these sessions we will be able to direct young people to the new website if they would like more information. Social work, urban planning, and public health programs from these institutions will be targeted and proactively encouraged to participate. Additionally, with assistance from the HR department, we will participate in more general ‘volunteer days’ or volunteer recruitment sessions held at university or college campuses or high schools.

• 6. We cannot forget about our traditional volunteer base. While we are looking to recruit new, younger, and more flexible volunteers through the previous tactics, we do not want to lose the experience and knowledge capital our veteran volunteers provide. There must be some effort to continue communicating with them in the manner they are familiar with: namely, printed materials. We will continue to print the volunteer newsletter to be placed in the volunteer lounge, and items from the new web-based volunteer area will be continued by Infinitas staff in print in the volunteer lounge. Printed versions of the Executive Director’s blog and a feedback and suggestion box will ensure that those volunteers uncomfortable with the web will not be left out. It should be noted, however, that the ultimate goal will be to phase these elements out, and to have all volunteers comfortable using the web as their sole resource for this content within the next two years.

Evaluation

One of the most important stages for evaluation will be after the initial meeting with volunteers regarding the new website. After this meeting, it is suggested that a brief meeting be held for all staff and board participants to evaluate if volunteers were receptive to the ideas put forth. If there was very little turnout or feedback, for example, a new tool might need to be produced.

If the meeting is a success and the website goes forward, the enhancement of volunteer communication, both among volunteers themselves and between the organization and volunteers, can be evaluated through using the website. If there is little activity on the site, the organization may consider sending e-mail blasts to volunteers to remind them of it. Additionally, the same tactic may be necessary if there are too few comments on the ED’s blog.

Recruitment numbers are more quantitative and will be more easily measured. New volunteers recruited under age 30 will be tagged in the volunteer database so we can keep track of their numbers over time. Additionally, on all new volunteer agreements (the required contract signed by new volunteers) there will be a question added asking how the volunteer heard about Infinitas.

The tactics outlined above can be considered a success when Infinitas sees an increase in recruitment of volunteers under the age of 30 by 25 per cent. There is also, presently, a clear lack of communication among volunteers and between the organization and its volunteers. At September’s AGM we will get feedback from our membership base on how these tactics have been perceived and if they are considered to be successful.

We will also need to monitor the two year transition phase as we move away from printed material to becoming completely web-based. This transition will be addressed with more specificity by June of 2007.

Conclusion

Overall, Infinitas can be very proud of its strong volunteer program and its dedicated, hardworking volunteers. But it is clear that some work is necessary on the part of the organization to ensure volunteers’ time is maximized, and that there are new volunteers constantly joining the organization to help make their volunteer work easier. The organization can assist volunteers by doing more recruitment, getting younger volunteers, and by increasing communications between volunteers themselves and between the organization and its volunteers.

Resources

Christopher Needles

Communications Coordinator, Infinitas

cneedles@infinitas.org

416.123.4567 x 891

Aubrey Eastpool

Research Coordinator

Mercer Consulting

mailto:aubeastpool@notmercer.com

416.123.4567 x 890

http://www.infinitas.org/

This document was prepared by Christopher Needles for the Corporate Communications and Public Relations Program at Centennial College. The document consists of information taken from a hypothetical scenario. It is for educational purposes only.

Managing Change Within the Organization

Stephen Kerr

Reasons for change

Planned change is change that is driven from the top down (Doppler and Lautterburg 35.) The change is well prepared and constructed to further the growth of the organization.
Emergent change develops from within the organization and is a result of an unexpected growth or failure (Doppler and Lautterburg 36.) Emergent change occurs when an organization is too static and not proactive in seeking out change.

Change can occur in four general areas: structural, cost-cutting, process and cultural.

1. Structural change consists of consolidations, mergers and acquisitions. Usually a direct result of financial growth (planned change.)
2. Cost-cutting change is an attempt to streamline operations through outsourcing and combining similar units. (planned or emergent change.)
3. Process change seeks to improve operations by making them easier, faster, more effective and less costly. Essential to the success and sustainability of an organization (planned change.)
4. Cultural change occurs as a result of deteriorated relationships and leadership. Tends to be in response to conflict or crisis (emergent change.)

Organizational climate and culture
Organizational climate describes the atmosphere within the organization and the extent which people work together. The organizational climate can be measured by the frequency and quality of internal communications.
Organizational culture is defined as how an organization views itself and how the employees within it feel about the organization. The organizational culture can be measured by the commitment to the organization, what the organization stands for and how the employees respond to management.

Employee Resistance

With all change comes resistance. Many employees fear change because they have become comfortable in the current system. Change can amplify deficiencies that were hidden under the old system and render employees vulnerable.

According to Gateway Information Services, a consulting firm, 70 per cent of corporate re-engineering and cultural change programs fail due to employee resistance (Reynolds.)

The four stages of change

Humans experience four distinct stages in the change process: denial, resistance, exploration and commitment (Doppler and Lauterberg 117.)

1. Denial takes form in the disbelief that changes will occur or make any difference in their day to day activities.
2. Resistance is expressed through bad mouthing management, continuing with old routines and a failure to assist change.
3. Exploration is when people need practical encouragement and support. Employees need to be involved in planning and setting goals.
4. Commitment is the time to implement an appropriate cultural change program. Recognize and reward people who respond well to change.

During the denial and resistance phases, employees dwell on the past and tend to be self-absorbed. The atmosphere of the organization suffers as tension and stress rise.

Four types of individuals involved in organizational change

1. Those individuals who thrive on change.
2. Those who are happy to provide support and willing to accept new challenges.
3. Those who perform well but are uncomfortable with change.
4. Those whose resistance to change is so strong that the company is better off without the
(Brill and Worth 77.)

Gateway Information Systems has broken down the percentage of employee responses to change within an organization. The chart indicates that 88 per cent of employees will be able to adjust under circumstances of change, while 12 per cent are unable to adjust and will be a burden to the organization (Reynolds.)

3% Innovators - Those who accept changes immediately.
9% Early adopters - Those who accept changes within the initial stages.
38% Early majority - Those who accept changes once change is underway.
38% Late majority - Those who accept changes after a lengthy adjustment period.
12% Staff that won’t get there - Those who will never be able to accept changes.

Making change possible

• Maintaining a positive organizational culture and climate is the primary responsibility of management while making change possible.
• Change requires positive leadership to keep employees focused and confident.
• Preparing the environment requires discussing the change with all employees. When people realize that the change will occur, resistance decreases.
• Show concern for both the employees and the organizational change. Managers must act as a buffer to protect their employees.
• Sharing knowledge is crucial, as information about where the organization is headed can give employees a clear idea of the organizational direction.
• Recognize the accomplishments of employees. A simple thank you can go a long way in reinforcing the belief that the organization values change.

An organization ready for change

• An organization ready for change must be agile, fluid, have great internal communications and have a plan in place for emergent change.
• Great internal communications help an organization accept and adopt change.
• Involvement of managers is imperative, as they act as role models for employees and are key players in cultural change.
• Staff must be aware of what is expected of them in regards to the change. Taking personal responsibility allows the change effort to move ahead smoothly.
• Management must strive to create a culture that accepts change and thrives on it.

Four conditions for organizational change

1. A workforce that is business literate.
2. A workforce with permission to act.
3. A workforce that will challenge the status quo.
4. Leadership that fosters a culture ready for change (Brill and Worth 134.)

• Business literate employees understand both the strategic context of business and they personal impacts they can have on critical business outcomes.
• The workforce must have permission to act with the authority and power to make day to day decisions.
• A workforce that challenges the status quo erases the typical hierarchy of ideas, where all innovative thought comes from the top down.
• Leadership that encourages a culture ready for change leads to a well prepared and confident workforce that meets change head on.

Works cited

Brill, P. and Worth, R. “The Four Levers Of Corporate Change” AMACOM
Publishing. (1997.)

Doppler, K. and Lautterburg, C. “Managing Corporate Change” Springer Publishing. (2001.)

Reynolds, L. “Understand Employees Resistance to Change” HR Focus Journal, Volume 71, Issue 6. (June 1994.)

by Omar Ha-Redeye

A summary document, abbreviated and reformatted for the web from an original paper

Executive Summary

Communication issues in high-risk industries can be summarized as due to:

• internal resistance to safety and reputation feedback

• failing to properly participate in public debate (Roach, 2006)

The case of the 1992 Westray mines accident, one of the worst industrial disasters in Canadian history, illustrates these failures.

The result of the Westray disaster was that the company and its owners became bankrupt. Much of this can be attributed to the poor internal and external communication strategies the company employed (Richards, 1996). The framing of the incident and its predecessors was left largely to the media and the findings of judicial inquiry (O’Connell & Mills, 2003).

An approach that would have been more effective would to be forthcoming about details of the incident when they were available. Also important is to express remorse that the situation had occurred, without accepting responsibility or liability until further information is available.

This strategy could have averted the retaliatory environment created by the disaster, maintained positive relationships with the media, family members, and public, and possibly retained the economic viability of the operations.

Accidents are costly

Accidents are operational emergencies that can place a business or organization under considerable scrutiny and review. Some industries, such as mining, can be considered as high risk and should therefore anticipate that accidents are predictable and inevitable (Richcards, 1996)

Proper corporate communications can help anticipate scenarios and mitigate the permanent risk of a crisis (Ogrizek & Guillery, 1997, p. 29). The existence of technological accidents within a context of telecommunications complicates the relationships between organizations and the media, who convey and relay information to the general public, thereby necessitating adequate public relations.

The financial implications of poor crisis communication can easily result in insolvency, and as such, companies should invest resources in crisis communication plans to help create a plausible media narrative when needed.

Communication challenges

Industrial disasters are classified as tightly or loosely coupled, with linear or complex interactions. Coupling refers to the slack built into the system to respond to mistakes or changes, whereas complexity is the predictability of interconnections within the process.

(Left): The bonus system at Westray promoted overtime work, which increased risk to workers (courtesy of CBC, Dr. Gerald J.S. Wilde, and CAW)

Mining industrial crises such as Westray tend to be more linear and loosely coupled. Disasters are typically caused by straightforward operator errors and ignoring safety rules (Hynes & Prasad, 1997). Potential mitigation of an industrial disaster necessitates proper issues management through internal communications.

The role of internal communications is to provide feedback. Organizational performance is unwittingly impeded when feedback is withheld from employees (Goleman, 1998, p. 149).

Feedback provides to employees what the consequences of behaviours or actions are. An analysis of feedback is important at Westray, because it looks at the complex interactions between safety variables and various behaviours, rather than a simple cause and effect relationship (Cooke, 2003).

These internal communication failures are one of the major reasons why accidents in high-risk industries occur, and why explanations provided to the public that omit these factors are resisted.

Characterizing internal communication failures

Numerous opportunities for issues management were afforded to Westray administrators. Previous inspections had flagged crucial areas of concern in operations, and safety complaints had been filed by workers. Methanometers used to monitor levels of dangerous gas in the mines were even tampered with to avoid equipment automatically being shut down (Jobb, 1998).

These scenarios demonstrate ample opportunities for proper intervention. But rather than taking a causal relationship effect, industrial accidents of this sort should be viewed in light of the complex interactions between safety variables and various behaviours (Cooke, 2003).

Although oversight of managerial controls over safety issues should be justly criticized, the complicity of workers in circumventing protocols to facilitate an easier work shift can also be reproached, as can the inspectors who were incredibly lax in their enforcement of regulations (O’Connell & Mills, 2003 ).

Pointing fingers doesn’t work

Explaining an accident in all of its intricacies is a highly effective and more socially responsible approach to retroactive analysis.

More importantly, it avoids blaming incidents on human error due to specific individuals or groups. Scapegoating is usually not accepted by the public as a valid explanation for disasters as it appears to displace responsibility (Ogrizek & Guillery, 1997, pp. 31-32) .

The financial viability of a company after the fallout is often determined by this relationship with the public. The importance of appropriate media communications plans should therefore be clear for helping to properly inform perceptions of a disaster.

The perception of a disaster

Three specific factors determine whether an accident will eventually be perceived as a disaster by the public: the revelation of similar incidents in the field or in the same company; a provision of aid, or compensation for victims; and if events are globalized by the media, with a public interest focusing on regulation (Ogrizek & Guillery, 1997, pp. 32-33).

While the latter may be the most obvious component with a media relations theme, the other two play important roles in the sense-making process.

The public attempts to retroactively understand the incident through information provided by the media (O’Connell & Mills, 2003). The source that the media should ideally obtain this information is the company itself to be proactive instead of reactive.

The response should come quickly, because any void in information will be filled by other sources (Coombs, 1999, pp. 114-5).

(Left) Failing to provide an account immediately after the disaster largely shaped public perception of the disaster, including this reenactment. (Courtesy of “Westray: the Long Way Home,” Chris O’Neill and Ken Schwarz, 2004, Vancouver: Talon Books Ltd.)

“No comment” is a no-no

Westray completely forbade the media from asking questions relating to safety, and instead the media obtained information from other sources, including disgruntled former employees (Richards, 1996).

Lack of commentary on a central issue is perceived by the media as an admission of guilt, damages relationships and erodes trust, and invariably results in blaming mismanagement when no other explanation is offered (Coombs, 1999, pp. 115-6).

Most often this approach is employed out of fear of litigation. A more appropriate approach is to provide a rapid factual response, with a promise to provide further details as they become available (Ogrizek & Guillery, 1997, pp. 29-30). Information should be conveyed by a spokesperson to provide consistency in the message conveyed (Coombs, 1999, p. 117).

An example of the situations created when a consistent message is not provided is the Sago mine disaster in West Virginia in January, 2006. Reports were mistakenly conveyed to the surface that a dozen miners had survived an accidental cave-in.

The message was then conveyed through cellular phones to the media, the public and survivors. A self-proclaimed “nurse” even told the media she was caring for the survivors at the surface (Langfitt, 2006).

The company then had the arduous task of breaking the news to family members that only a sole survivor remained. They had failed to intervene when the rumour spread, and therefore had a much more challenging public relations scenario (Roach, 2006).

Family members of Sago miners speak out.

Why you should hire a PR agency

High-risk industries should always have pre-designated spokespersons. The purpose of a spokesperson is to provide to the media an individual who understands their needs. Advice can be sought be by a public relations firm specializing in public relations, or they can provide training for knowledgeable persons on staff.

Westray management actually went against the advice provided by Reid Management Limited, the professional public relations specialists they hired. The public relations advice they received was to properly engage the media, rather than shy away from it as legal counsel suggested.

Westray scheduled news conferences at inconvenience times that did not take publishing and broadcast schedules into consideration. They even deliberately used technical jargon that was confusing to the media and the public (Richards, 1996).

And when the media attempted to contact family members for interviews Westray officials forbade all contact. As a result, they ended up alienating both parties.

The result was a public relations disaster, which followed an industrial disaster that was tragic enough without the mismanagement of communications.

Resources

Cooke, D. L. (2003). A systems dynamics of the Westray mine disaster. System Dynamics Review 19(2):139-166.

Coombs, T W. (1999). Ongoing crisis communication. Planning, managing, responding. London: Sage Publications, Ltd.

Goleman, D. (1998). Working with emotional intelligence. NewYork: Bantam books

Hynes, T & Prasad, P. (1997). Patterns of ‘mock bureaucracy’ in mining disasters: An analysis of the Westray coal mine explosion. Journal of Management Studies, 34 (4), 601-623.

Jobb, D. (1998). The Westray conundrum. We still don’t know why the disaster happened. Occupational Health & Safety Canada, 14(3), 24-31.

O’Connell, C J. & Mills, A. J. (2003) Making sense of bad news: The media, sensemaking, and organizational crisis. Canadian Journal of Communication 28(3):323-339.

Ogrizek, M. & Guillery, J. M. (1997). Communicating in a crisis. A theoretical and practical guide to crisis management. New York: Walter de Gruyter, Inc.

Richards, T. (1996). The Westray mine explosion: An examination of the interaction between the mine owner and the media. Canadian Journal of Communication 21(3):323-339.

Advantages of outsourcing public relations

There are a number of advantages for a small business owner to outsource their public relations as opposed to having an internal department. The first factor is cost, hiring a public relations agency means the company is not required to pay extra employee salary and benefits. It also reduces overhead cost for equipment and space. This is especially important for small businesses that are on a fixed budget. (Baker, 2001) When outsourcing with an agency, business owners can sit down and communicate exactly what they want and expect at a pre-approved rate. Costs are not only lowered but can also be better anticipated. (Wetchester, 2002)

A small businesses owner must also consider how valuable a public relations department is going to be. Although public relations is needed at sometime or another, it may not be required on an on-going basis. (Tyler, 2006) Having only one communicator within the organization may not be effective. A single staff communicator can get pulled into meetings, have memos and e-mails to deal with, on top of all their other daily tasks. It may be difficult for a public relations department with only one employee to be very effective. (Wetchester, 2002)

An agency on the other hand has many different employees all very experienced and knowledgeable within the field. Having a team of practitioners with multiple skills and multiple services is more effective than having an individual or a few communicators within the organization with a limited number of skills and resources. (Cutlip, Center and Boom, 2000) Outsourcing allows the small business to gain access to expertise and advanced resources that would normally not be internally available.

It is also argued that internal communicators do not have the same relationships or daily interactions with the media. Often they don’t have the access to media databases, research services and other tools that are typically used by agencies on a daily basis. Many external agents have built relationships and rapports with the media. They know how and when certain reporters like to receive their information. (Tyler 2006)

Hiring a capable public relations agency will also allow the small business owner to shift focus from an area perhaps seen as inconsequential, to an area that may have more of an impact on the organization in the long term. Being able to focus on critical areas that cannot be outsourced increases the likelihood of the businesses success. (Baker, 2001)

Finally, choosing to outsource to an agency that has more expertise or more staff often results in an improvement in the quality of work done as well as the service provided. By building quality measures into the agreement, small businesses are able to improve turnaround times, output and often even introduce more innovation and creativity into the outsourced work. (Tyler 2006)

Disadvantages of outsourcing public relations

Although there are many advantages for a small business owner to outsource their public relations there are also many disadvantages. It may be cheaper to hire an agency as required, but it is also thought that by the time the agency is needed, it may be to late, for example in a crisis situation. Although an agency will be able to help the business, it may not have the knowledge and insight that an internal department would. (Boroshok, 2004)

The issue of which specific agency personnel will be working on the account must also be addressed. Many agencies have been criticized for allowing the bulk of the work to be done by inexperienced agents but still billing at top rates. (Harrison, 2005) The small business owner must consider what would happen if the person working on the account goes on holidays or gets sick. The agency must be questioned if there will be other employees within the agency who are able to take over, be as effective, and have the same understanding of the business and its needs. (Simpson, 2006)

Another disadvantage is that many agencies don’t always make their small business clients a priority. When comparing the overhead of an average agency in relation to the amount a small business owner is willing or able to pay for services, there is a large discrepancy. Not being a priority means the small business may not get the attention it needs because other large firms take precedence due to their size, status and financial considerations. (Boroshok, 2004)

A final potential disadvantage when outsourcing is that the agency may not clearly understand the business. This is especially prevalent for financial, e-commerce, or other technologically based businesses. Not understanding the specialized nature and needs of the business may mean, the agency will have problems speaking the language and understanding the terminology used within the industry. This may cause problems in misunderstanding or misinterpreting information that needs to be communicated. (Simpson, 2006)

Making the decision whether to have an internal communications department, or outsource to an agency is a very difficult question many small businesses face. There are pros and cons to both sides of the argument and all issues discussed must be taken into consideration in order for the small business owner to make an informed decision.

Razak Abu Bakar, Does outsourcing PR jobs really work? (Business Times, 2001)

Jon Boroshok, The next outsource: PR & marketing communications, (Direct Marketing, 2004)
Scott M Cutlip, Allen H Center and Glen M Broom, Effective Public Relations, (Prentice Hall, 2000)
Shirley Harrison, Public Relations an Introduction, (Thomson Learning, 2000)
Dowdey Westchester, Public relations for small business, (County Business Journal, 2002)

by Shannon Mak

Technology - has it improved or complicated how we communicate messages?

“This is truly the golden age of public relations, particularly for public relations practitioners who understand that, in the digital world that has emerged in the last five years, there has never been more opportunity.” (Middleberg).

As electronic technology increases, so does the amount of information an audience can access. The development of the Internet and World Wide Web has made it possible to research, at rapid speed, almost any topic. The creation of e-mail has made it possible to communicate efficiently with nearly anyone anywhere. These developments have simplified life for many, but how have they affected the public relations profession? Is it easier to distribute a message when information is so accessible, or has information overload complicated the way communicators reach audiences?

Considering the improvements:

“New technologies have dramatically changed the way public relations works by providing new and more efficient ways in which communications messages can be produced, distributed, displayed and stored.” (www.iprs.org)

1. Technology provides multiple message delivery channels.
2. Internet, e-mail and web pages improve the ability to reach audiences; message delivery is rapid, far reaching and inexpensive.
3. Technology has created two-way streets for message broadcasting; the communicator can send the message to intended audiences, and audiences can access the message easily at any time.
4. Communicating has never been as fast; messages sent through the World Wide Web reach audiences at a rapid speed and at low cost.

Spreading key messages is the cornerstone of public relations, and the ability todo it quickly, efficiently and economically is an improvement to the profession.

Considering the complications:

“Communicators have extraordinary technologies at their fingertips but less time to get the information out, and must be more proactive than ever to manage rapid-fire developments in their companies and industries.” (McLaughlin).

1. Technology has created information overload; when an audience is bombarded with multiple messages every day it becomes difficult to sort through, understand and retain key messages.
2. The Internet contains so much information, and can be accessed by so many people, that it complicates how messages are controlled; it is easy for others to quickly manipulate messages.
3. The Internet is a tool anyone can use; messages about anything or anyone, accurate or not, are spread rapidly. Inaccurate rumours are difficult to fix; they can spread as quickly as an accurate message, complicating the communicator’s job. The communicator must work more quickly, proactively and strategically than ever before to prevent destruction caused by rumours.
4. Technology has increased the speed of nearly every aspect of business, which means public relations professionals must work hard to keep up.

While fast message delivery is a public relations improvement, the fast-paced technological world we live in is an impediment.

Drawing conclusions:

“As technology advances, the medium changes. We learn the rules of the new medium, and we can use it more efficiently.” (Levine).Understanding the impact of electronic technology on public relations involves more than determining if it has complicated or improved the process of delivering messages. The key is in understanding how to take advantage of the abundance of opportunity. Public relations tactics need to change as the electronic world changes or it becomes too difficult to perform message communication effectively. Public relations practitioners need to vigilantly stay abreast of technological advances to take advantage of the improvements and avoid the complications.Bibliography:

Levine, Michael, Guerrilla P.R. Wired, (McGraw-Hill, 2002)

McLaughlin, Shane, What’s ahead for corporate communicators?, (Public Relations Tactics, 2004)

Middleberg, Don, Winning PR in the Wired World, (McGraw-Hill, 2001)The Institute for Public Relations, The Magic Communications Machine, www.instituteforpr.com

by Kristin McPhee

In the field of corporate communications and public relations there are varying opinions surrounding the key questions; can a corporate reputation be managed and, if so, whose responsibility should it be?

The nature of reputation

Right away you must acknowledge that the concept of reputation is difficult to define. Yet as Susan Croft and John Dalton identify in their 2003 commissioned report: Managing Corporate Reputation, it has been shaping business practices for the last 25 years. Similar to happiness in that we all have experience with it, and a general sense of its meaning, but would still struggle to literally define it. It’s likely the elusive nature of reputation that explains why there continues to be significant debate about its role within corporations.

Next, it’s important to distinguish it from a brand, or an image. The main difference being that reputation is not necessarily what a company positions themselves as, but rather what the public decides they represent. Terry Hannington expands this concept in his book: How to measure and manage your corporate reputation, by suggesting that images and brands are typically deliberate and strategic in nature, while reputations are more cumulative and complex.

With that parameter it is a bit easier to see how it factors into the operations, planning and ultimately, the strength of an organization. Intuition usually guides top management to believe that a strong reputation goes a long way with key stakeholders. Hannington again highlights this by saying an appropriate reputation can help you:

- win business
- retain existing customers
- attract new employees
- gain favourable media coverage
- and acts as a barrier against competitors

All build a case for why this must be a corporate focus and provide proof that its management should be formally addressed. Overall that is pretty widely accepted, but there are certainly still skeptics.

Some theorists, like Gordon Stewart, are wary of the notion ‘reputation management’ as it gives the impression that it can be manipulated. But even with that reservation, there is still fundamental support for the assumption that ‘corporate character’ plays a critical role and warrants being closely monitored.

There are lots of rationales available on why corporations start paying attention to their reputations. But it would be impossible to capture them all here. So, let it suffice to say that the trend is to give it serious consideration in corporate operations. And while we can suggest it is vital, it remains far from controllable.

Who should manage it

While reputation is not controllable, organizations do have say over who is responsible for managing it. Certainly it is contingent on many factors unique to each corporation like size, industry and budget, but still interesting to survey some common attitudes.

From the CEO independently; to the marketing department; to the entire staff as a whole, the job has historically been attributed to various parts of the corporation. And still in the common absence of ‘Chief Reputation Officers’ debates persist on whom is best-suited for the job.

As well, reputation management is often attributed to public relations professionals. In fact, back in 1997, Timothy Foster and Adam Jolly wrote a Corporate Communications Handbook and predicted by 2000 managing global reputation would be the central PR skill. Now we’re into 2007 and there seems to be no further consensus on where the accountability for reputation should fall. Perhaps there never will be either.

More key insights and looking forward

But if we can agree that reputations can (and should be) managed, and it’s been assigned to a person or department; the next question would be; how?

Highly subjective and complex, we could not adequately address it here. But it’s noted that the proliferation of the web has created an entirely new dimension to corporate reputation. One that has proven really difficult to get a handle on too.

Leslie Gaines-Ross, Weber Shandwick’s Chief Reputation Strategist, has dedicated a website to the tracking of the ever-changing world of reputation. The site gives exclusive attention to the dynamic nature of reputation management, and brings together some extremely interesting dialogue on the prevailing perceptions.

Her favourite reputation quote is from Warren Buffet: “If you lose dollars for the firm by bad decisions, I will be understanding. If you lose reputation for the firm, I will be ruthless.”

That may seem harsh, but it is insightful. Dollars can be recovered with relative ease, whereas reputations are extremely difficult to repair. Looking forward, one can only expect that these considerations will only increase in relevance to the corporate world.

Cited sources

Croft, Susan. and Dalton, John. A specially commissioned report: Managing Corporate Reputation. Thorogood Professional Insights. United States. (2003)

Foster, Timothy RV. and Jolly, Adam. (Editors). Corporate Communications Handbook. Kogan Page Ltd. Great Britain. (1997)

Gaines-Ross, Leslie. reputationXchange. (Blog: Visited on November 13, 2006) (http://www.reputationxchange.blogspot.com/)

Gordan, Stewart. Can Reputations be ‘Managed’. Geneva Papers on Risk & Insurance. Oxford: Vol.31, Iss. 3. (Jul 2006)

Hannington, Terry. How to measure and manage your corporate reputation. GOWER. United States. (2004)

by Lindsay Ford

Senior executives realize employee communication is essential in their role as leaders yet their delivery is not always successful. (Argenti & Forman). A key role for communicators is educating senior management in two-way employee communication. (Smith).

Give Them What They Want

Reports show employees want more open communication with their managers.
Senior management knows that internal communications is a tool that can help achieve employee excellence. However they need to see communication as more then a movement of information. (Borel).

Communicators who create effective leaders in clear face-to-face communication will find success. It will improve senior management’s credibility and trust with employees.

Although employee newsletters and electronic communication is effective many feel the best way to reach employees is through face-to-face communication. Before implementing a program of this nature, communicator’s should already have an approach in place for senior management. Executives without one can be frustrating and discouraging for employees. (Smith).

Seen and Heard

Communicators should suggest senior management take an honest approach and demonstrate their commitment through everyday actions.

Communicators need to take the initiative by encouraging senior executives to be involved with employee communications on a continuing basis. Management has to be made aware that employees want clear and concise communication about organization strategies and how they fit in with that strategy. (Smith).

Results of a participative organizational culture are employees with a sense of team environment and a feeling that senior management care about them. Studies show organizations choosing this two-way symmetrical internal communication lead to employees who feel comfortable talking to their superiors about job performance. (Drozier).

Joint Partnership

To achieve this culture and make an impact on employee communication organizational leaders must partner with communications practitioners. (Borel).

Organizations that will see the most success are ones that understand how to create employee-friendly organizations through effective leadership. The key to this success is collaboration between communicators and senior management, working together to enhance credibility through face-to-face communication. (Argenti & Forman).

Bibliography

Paul A. Argenti & Janis Forman, The Power of Corporate Communication, (New York:McGraw-Hill, 2002)

Rawle Borel Jr., Best Practices in Employee Communications, (Feb. 2006).

David M. Drozier, Manager’s Guide to Excellence in Public Relations and Communication Management, (New Jersey: Lawrence Erlbaum Associates, Publishers, 1995)

Alvie L. Smith, Innovative Employee Communication, (New Jersey: Prentice-Hall, Inc., 1991)

by Fiona Peter

Today, communicators are receiving more pressure for accountability in their work. Greater demands on job performance and increased demands for social and ethical responsibility have created a need for more accountability within the profession.

The importance of measurability

Companies realize that greater accountability can help maximize profits. In his article Accountability in PR: Budgets and Benchmarks, Lawrence H. Smith says that, “increased cost pressures demand greater accountability from all organizational units” (Smith). As corporations stress the importance of budgeting and cutting down on costs, PR professionals are receiving more pressure to show the value of their work, within an organization (D’Aprix).

Performance measurement systems help to boost the productivity and credibility of a company. As a result, there is more pressure on PR professionals to deliver results that are meaningful, measurable and reasonable (Weiner). Due to the increasing demand for measurability, communications departments are implementing programs to show how valuable their work is for business operations (Gillis).

MRP data system, which is endorsed by IABC and CPRS, is an example of a system used by communicators to measure their work. According to its website, MRP or Media Relations Rating Points is used to standardize the measurement, evaluation and reporting of Canadian media coverage. MRP data helps communicators measure their work, which in turn, makes them more accountable.

The impact of technology

New technologies have added to the increasing need for communicators to become more accountable. Technology has created new demand for work that is more measurable and valuable. In his article Communications Infrastructure: Six Steps to Organizing for Success, Timothy O’Brien says that communicators are expected, “to be faster, more responsive, more accurate and more detailed. Clients expect better service, better communication and greater accountability” (O’Brien).

The Internet has played a key role in establishing the importance of accountability. According to Robert Hof, in an article from Business Week magazine, the Internet has put consumers in charge (Kosmicki). They expect more and more is possible. Keeping customers or stakeholders satisfied has become the true test of a company’s performance. With consumers in a new position of power and the Internet disseminating information at rapid speeds, communicators need to produce valuable work with measurable results.

Increased responsibility: social, ethical and corporate

Corporate social responsibility has become very important. Due to increased demand for socially and ethically responsible business practices, there is more pressure for communicators to be accountable. Bennett Freeman believes that, “PR professionals must communicate and shape how companies create economic value, while simultaneously working towards sustaining and creating a just world” (Freeman).

Companies are relying increasingly on establishing good relations with their stakeholders. Ethical practices are necessary in order for organizations to build these relations. Since it is up to communicators to create relations with stakeholders, it is important for them to convey messages that are truthful.

As a result of corporate scandals like the case at Enron, the public has lost trust in corporations. ”What began as a concern about business practices in a few companies in a handful of industries has become a widespread erosion of confidence in leadership across the business landscape,” says Ellen Mardiks, Golin/Harris’s director of marketing and brand strategy (Stateman).

With growing public mistrust, there is more pressure for communicators to ensure corporate accountability. This is achieved by creating valuable policies and doing work that is honest and accountable to stakeholders (Freeman). Wilma Mathews, director of public affairs at Arizona State University, believes that corporate responsibility and accountability are interlocked (McCleneghan). Matthews says that, “companies must be led by PR counsel to help build and maintain their reputations, communicate their values and restore public support.” Since it is the responsibility of public relations practitioners to ensure corporate accountability, it is vital that they themselves are accountable by engaging in honest communications.

Public relations practitioners and communicators are experiencing new opportunities because of their abilities to deliver credible and engaging messages to the public (Weiner). As the need for good communications increases, so do the standards on which the profession is judged. Communicators are receiving pressure to perform honest and valuable work, because organizations are recognizing that value-added communications can play a huge role in their success or failure.

References

D’Aprix, Roger. “Change for the better.” Communication World. Sep/Oct 2006: 37.

Freeman, Bennett. “Substance Sells: Aligning Corporate Reputation and Corporate Responsibility.” Public Relations Quarterly. Spring 2006: 12.

Gillis, Tamara L. “Cut Once: Effective Communication Depends on Planning andProving.” Communication World. Jan/Feb 2004: 10.

Kosmicki, Richard. “Accountability standards.” Vital Speeches of the Day. Dec 1999: 2.

McCleneghan, J. Sean. “PR Practitioners and Issues in the Early Millennium.” Public Relations Quarterly. Summer 2005: 6, 17.

O’Brien, Timothy D. “Communications infrastructure: Six steps to organizing for success.” Public Relations Tactics. Jan 2002: 11.

Smith, H. Lawrence. “Accountability in PR: Budgets and benchmarks.” Public Relations Quarterly. Spring 1996: 5-15.

Stateman, Alison. “Forward thinking.” Public Relations Strategist. Summer 2002: 4.

Weiner Mark. “Proving your worth.” Communication World. Apr/May 2003: 24.

http://www.mrpdata.com/

by Autumn Tilley

Building relationships

Supervisors become a weak source for information when they lack essential skills for communicating with employees. Employees often feel that top-level management, like CEOs, do not communicate or generate interpersonal relationships with bottom-line employees (Goldhaber 73). In order for supervisors to be the best communication channel for employees they need to adopt effective communication skills. Skills that emphasize direct communication both up and down the chain of command and strategies for creating a set of guiding principles to ensure consistent, fair, and ethical communication with employees.

Riccomini and Whitworth explain in an article from Communication World that employees feel supervisors are the best communication channels for information when they provide feedback on performance, assistance with problems and regular evaluations (19). One of the most compelling factors influencing communication is the organizational climate imposed by supervisors.

Work environment

Managers need to create a relationship with employees based on the individual’s needs and the organization’s needs. Supervisors are effective communicators when they provide a flexible work environment and when work can be structured to bring individual and organizational goals in line with one another (Kline). Supervisors are the closest resource and accessible information resource for creating a two-way relationship with workers.

Supervisors are effective communicators when they continually inform employees about new things going on in the organization. Companies and organizations need to consider their own employees as an audience, who expect to hear official positions, responses and updates about the company’s public dealings (Mathews 1). Communication policies and written guidelines help supervisors cover every base when satisfying employee needs for open communication. Many companies today are relying on electronic forms of internal communication for employees and in doing so; they eliminate a one-to-one relationship between workers and their superiors (Whitworth and Riccomini 20). Rather than conveying information to employees through intranet sites and newsletters, supervisors are successful communicators when they provide a context in which employees can communicate back and forth with managers.

The hierarchy of communication

Some of the most significant problems in employee and supervisor communication stem from a lack of knowledge and training in middle-level management. Conrad outlines in his book, that the common problems are often a result of management’s misunderstandings about how communication works in an organization. Supervisors often assume that because they are aware of information then everyone else is too.

While supervisors can often be the most vital communication channels for employees, top-level management should also play a role in communication with supervisors. In many organizations, employees feel that senior executives are not visible. Employees interpret this as top-level management not caring (Gray and Robertson 26). Employees understand that managers are the most effective communication tool because they work directly with both top and bottom level employees. However, by improving the communication of senior executives, especially the CEO, this improves employees’ satisfaction with communication in their organization (Gray and Robertson 26). If employees see their CEOs and receive feedback from them, then they have more incentive to perform well and help the company achieve its goals.

Supervisors are the most vital communication channel for employees and have proven to increase employee performance and satisfaction when communicating effectively. In order to maintain this relationship, supervisors need to provide an open two-way communication environment in which employees feel they are being heard. Supervisors need to use written policies and resort to these resources when they reach a roadblock in their communications with employees. By providing consistent information about the company’s happenings and in holding monthly meetings and one-on-one evaluations with employees, supervisors provide a solid foundation for effective communication.

References

Conrad, Charles. Strategic Organizational Communication: Cultures, Situations, and Adaptation. New York:CBS College Publishing, 1985.

Goldhaber, Gerald M. Organizational Communication ed. Sixth. New York: Brown & Benchmar Publishers, 1993.

Gray, Rodney and Larry Robertson. “Effective internal communication starts at the top.” Communication World July-August 2005: 26-29.

Mathews, Wilma. “What should I tell them: why every organization should have an official policy on communicating.” Communication World May-June 2004:  47-50.

Riccomini, Betsy and Brad Whitworth. “Management Communication: Unlocking higher employee performance.” Communication World March-April 2005: 18-28.

Zurawski, Cheryl. “In Praise of Small Talk: Leaders can fuel organizational learning through communication.” Communication World November-December 2004: 22-25.

Websites

 ”http://www.au.af.mil/au/awc/awcgate/au-24/au24-289.htm ” Dr. John A. Kline from Iowa State University.