Case Study: Employee Engagement

We were asked by the COO of an oil and gas business employing 3,000 people in three sites (two in the UK and one in Europe) to help with internal communications relating to a business restructure. The restructure encompassed the whole organisation, crossing international boundaries and business units. The main objective was to ensure that all communications were consistent among all employees and that everyone was engaged with the process. Importantly, we had to ensure that middle and junior managers were consulted and supported as they were rightly recognised as a key group of influencers.

We conducted a half-day workshop with the COO and Chief Executive to help them clearly define three or four messages that were fundamental to the restructure. These messages were used in all employee communications and as the foundations of the communications strategy and delivery plan.

This plan took account of the overall objectives, existing communication methods and styles, geographical locations of the business and timescales. It was decided that the line management had to take responsibility for communicating with their employees, but within an agreed framework.

We recommended to the COO and Chief Executive that they conduct management briefings in all locations. These briefings gave them the opportunity to talk about the strategy and rationale behind the restructure; it also gave managers a chance to voice their thoughts and concerns. We prepared comprehensive packs for the line managers, designed to be cascaded through the organisation in simultaneous briefings. We also set up regular phone conferences for the managers with a 30-minute update with the Chief Executive. A mailbox was set up for employees to email their questions and concerns and a weekly email bulletin was issued which coincided with the Chief Executive's involvement in the phone conference.

Finally, we held a weekly review of the communications plan with the COO to check progress and targets and discuss employee feedback.

During the course of the project, employees and managers were regularly asked for feedback. As the communications strategy started to take effect, this communication took place more frequently. A month into the project, feedback confirmed that a significant majority of employees understood what was happening and why, and felt able to express their views to managers. They particularly liked the visibility and involvement of the Chief Executive.

The organisation had set a three-month target for completion: the restructure was implemented on time and the required headcount reduction was reached.