SENDING AN EMAIL IS

ENOUGH...RIGHT!

LILY BUTLER, MARKETING CONSULTANT, MODAL

Sadly I come across many organisations that have the good intentions to introduce andimplement a development program for their employees, however have lacked theknowledge and “skills” to effectively communicate this and truly engage all that areinvolved. We are a society that is so used to being communicated to through digitalmediums that we forget to check in and see if this is actually enough to get our messageunderstood. Ok, I admit, I am a huge advocate for digital communication but I stronglybelieve that it is only to be used for specific messages.

“It’s so exciting, we are implementing a new developmentprogram and all participants are enthusiastic, engagedand fully aware of the why, how and what.” Said very

few.

It is all in the communication…. and how often it is communicated, who it iscommunicated to, having open communication (it is a two way street) and whatmessages are being communicated to the different levels within the organisation.Organisations struggle because those in charge of implementing a newdevelopment program are blinded by the end result. They forget to have a wellthought out Communication Plan that gives the participants a chance to askquestions, understand the purpose, know how it effects them as individuals aswell as the organisation and what the desired result is.

So why do organisations struggle to get theiremployees engaged?

As mentioned, a well thought out Communication Plan is key! Make sure youunderstand why the program is being implemented, how it is being implementedand what is being delivered. Know what the expected outcomes are and how allparties will be involved and affected. Make sure you know what message you wantto share and ensure the messages are informative and succinct.

How do you communicate this effectively?

Keep in mind that it is not only the participants that need to becommunicated to. Their managers need to know what exactly isbeing implemented, how this will impact their direct report,themselves and the other team members, what they will gain out ofthe program and most importantly what part the manager plays inthis. Will they be required to mentor the participant and do theyhave the skills to be a mentor?

Consult with the managers and then develop a strategyfor mentoring. Once the details and strategy have beenfilled in around the managers role, it is then time tounderstand what information other levels within theorganisation require, i.e. Executive’s require high levelinformation, Managers need more detailed informationand Participants’ require detailed information includingthe logistics. Tailor the information and delivery to eachlevel.

It may be tempting to think that once the program is launched and everyone is on boardthat the communications should stop. Oh no, this is an ongoing process, and yourongoing communications needs to be tailored AND DELIVERED the way those involvedrequire. It is all about reinforcing the key messages and reviewing how everyoneinvolved is feeling. This can be done through interviews, surveys, or learning groups.Establish what the general consensus is and, if necessary, address any areas ofconcern. Do the participants need more support, are they getting what they need out ofthe program, what feedback can we give to the managers and are the managers doingtheir job as a mentor?

Assess what communication channels aremost appropriate for the message and

research and prepare.

I guarantee there will be hiccups along theway but by following such a process it willsurely assist in the delivery of a successful

development program!