Very often internal communicators come up with great ideas and solutions that solve stakeholders’ problems. However, these solutions sometimes don’t get buy-in from stakeholders for reasons that seem beyond the communicator’s comprehension. Or at least it feels that way.
Here is a case of Meena, an internal communicator who has been invited to recommend ways to increase participation in a new performance management system that her company OilBiz, a petroleum products manufacturer with over 5000 employees in 5 countries is releasing shortly.
Meena discusses the need and her perspectives with Harish, the HR Head who is tasked with getting the system up and running in a month or two.
Meena: “Harish, how have you been? I know you have briefed me already about the rollout. However, I needed more insights. Tell me more about the need for this new system.”
Harish: “Meena, I am getting paranoid about the launch. We recently bought this new system and have finally integrated it into our existing network. However, my worry is that our employees will be unwilling to change to this new way of working. I am hoping that you can help sell this new system to our staff.”
Meena: “Why do you think there will be resistance?”
Harish: “You know how things work around here. We have a different culture. Employees expect stuff like this to be done by someone else. All this while we had manual systems. Even when we had an automated world, we found it tough to get employees to comply with the system’s expectations. “
Meena: “Are you saying it isn’t mandatory for employees to use the system? How will they get measured if the information isn’t fed into the process?”
Harish: “Exactly. While I would love to have them all comply with the system we had issues with even leaders viewing this as a waste of time. Why don’t you tell me more about the campaign you had in mind?”
Meena: “Well, it goes like this. We will place large posters of the system’s user interface and employees will see how great it looks from the earlier process we had. The campaign will be called ‘Network 2.0’. We will drop leaflets on everyone’s desk. I plan to have demo stations, put articles out on our intranet and have leaders like you address employees in roadshows.”
Harish: “Hmm. You mean you expect employees to participate based on these specific interventions and channels?”
Meena: “Kind of. We have to tell them it is important for their growth. That they need to be doing it for their own good.”
Harish: “What if it doesn’t work? How will employees in our China and London offices perceive these changes?”
Meena: “I am confident it will. But then, we need to think of the global pieces as well. At this point, let us go with India offices.”
Harish: “But, this system goes live globally and everyone will see it at the same time! How do we address our different generations in our workforce?”
Meena: “I haven’t thought of that. Maybe we can do it in phases? Or do some social media around it to draw attention from the younger folks?”
Harish: “Meena, this isn’t working. I am not sure we are ready to go live. ”
Meena knows that her credibility is at stake with Harish if she doesn’t go back to the drawing board.
What can Meena do better to sell her campaign? What must she have done more before setting up this meeting to discuss the rollout?
Interested in your views.
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