- How IC adds value in tough times
- Assessing what the IC team does - and the value it brings the organisation
- Maintaining your employer brand
- Dealing with difficult situations - closures, redundancies, mergers etc.
- Focusing on those left after redundancies etc.
- Planning for the upturn.
Three things really jump out at me on this. First, the need to bring internal and external communication together so that all communicators have a complete picture of what needs to be done and can plan to address the needs of each stakeholder group in full knowledge of the impact on others. Second, the vital need to maintain the Employer Brand - it's far too easy to sacrifice all that's good and distinctive about an organisation when the going gets tough. Finally, my experience is that we're too quick to focus all our efforts on the people losing their jobs, and neglect the huge impact job losses, changing roles and reorganised departments have on those left to soldier on. Very quickly in the change process these people have to become the focus for our support and efforts - whether we're line managers, business leaders or communicators.
Overall, my view is that communicators have to be far more proactive both in counselling leadership and in understanding and militating the front line issues organisations face at present. Cath's plea for 'relentless' communication' shouldn't mean a raft of new media or costly events - or even wheeling out the big leadership guns without purpose. It's much more about being open, honest and doing a few things really well.
Find the communication channels that people see as credible - often face to face with direct line management - and give those directly involved the tools and skills they need to make such channels work.
I'll post details of the training package shortly.