Internal / Employee Communications - including culture change and engagement

My communications experience has included developing, managing and producing content for a wide range of internal communications programmes; but I am particularly experienced in culture change, employee engagement and remuneration and benefits programmes.

I have also advised on or developed internal communication strategies for a wide range of organisations from multi-national retailers, global financial services conglomerates and FTSE100 PLCs, as well as SMEs and professional partnerships.

I have managed and/or produced the tools for every conceivable type of staff communication activity, including event management, video and multi-media, digital and social networking, as well a forest of paper based collaterals.

My skills have also been consistently employed in crafting sensitive corporate messages. The list of organisations for whom I have provided internal communications support includes:

•  Tesco

•  Royal & SunAlliance

•  Energis

•  Cable & Wireless

•  PriceWaterhouseCoopers

•  Swiss Bank

•  GMAC

•  Whitbread plc

•  Sainsburys

•  Woolworths Group

•  Coca-Cola

•  Marsh & McLellan (MMC)

•  Hewitt Associates

•  Fujifilm

  • CASE STUDY:

    Tesco Customer Plan, staff engagement ...read more>>

    Tesco’s annual customer plan is communicated to all staff via the local line managers at each store. I helped to develop the tools used for this exercise which deliberately included tactile low-tech desktop presenters. These were used to explain the elements of the plan to store based staff, and most importantly, to record individual teams ideas and commitments on what they could do locally to support delivery of the national plan. The best ideas where shared around the group and the relevant staff rewarded for their input.

  • CASE STUDY:

    Energis, culture change ...read more>>

    When Energis sough to change its culture, from its utility company heritage to a more customer focused commercial personality, I worked on the associated communication programme. The programme engaged ‘colleagues’ with “Raising the Bar” and launched seven values - the “Energis Way” - at an event for all 2000 colleagues. I co-project managed this half million pound change programme including the two day event.

  • When Energis sough to change its culture, from its utility company heritage to a more customer focused commercial personality, I worked on the associated communication programme. The programme engaged ‘colleagues’ with “Raising the Bar” and launched seven values - the “Energis Way” - at an event for all 2000 colleagues. I co-project managed this half million pound change programme including the two day event.