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Top 5 Communication Tactics and Strategies

Embracing new media formats for communicating change fosters greater collaboration, boosts engagement, and mitigates resistance from team members. While emails remain valuable, they should be used judiciously for effectiveness. The key lies in selecting suitable communication methods based on specific objectives and the target audience, ensuring relevant colleagues are included or tagged. Accommodating the communication preferences of employees and team members is vital, as some may prefer traditional channels while others engage more with newer media. Leveraging these media for change communication helps keep employers and employees informed about work and changes without disrupting the workflow.

Comparative Analysis of Communication and Collaboration Tools

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Microsoft Teams

Microsoft Teams, part of the Microsoft 365 suite, is designed to facilitate communication and collaboration, especially for remote or distributed teams.

Cost: Options range from free to monthly subscriptions (Microsoft Teams Essentials at $4/month, Microsoft 365 Business Basic at $6/month, and Microsoft 365 Business Standard at $12.50/month).

Pros:
  • User-Friendly Interface: Known for its ease of use and familiar layout, especially for those already using Microsoft products.
  • Full Integration with Microsoft 365: Seamless compatibility with Microsoft Office tools like Word, Excel, and PowerPoint.
  • External Collaboration: Allows guest access, facilitating collaboration with users from other organizations.
  • Diverse Communication Options: Includes chat, video calls, and task management features.
Cons:
  • Limited External User Functionality: External users may face restricted capabilities compared to internal users.
  • Notification Overload: Can generate a significant number of notifications, potentially leading to information overload.
  • Navigation Complexity: Some features, like accessing recordings, can be less intuitive and require navigating through various tabs.
Summary

Microsoft Teams is an excellent choice for organizations deeply integrated with Microsoft 365. It is particularly useful for project launches, corporate communications, and real-time collaboration through chat and video. However, its performance can be demanding on system resources, and navigating some of its features might require a learning curve. It is most effective in transformational and transitional change management scenarios.

Discord

Discord is a chat app allowing users to create private servers with multiple channels for text, voice, photo, or video messages.

Cost: Free

Pros:
  • Community Building: Ideal for creating spaces with various interest channels, enhancing community interaction.
  • Live Streaming Capabilities: Offers the ability for live streaming to a server audience.
  • Diverse Interaction Methods: Supports voice, video calls, and live chat boxes for real-time engagement.
Cons:
  • Gaming Association: Primarily designed for gaming communities, which might not align with all professional environments.
  • Complex Interface: Can be overwhelming for new users due to its many features and functionalities.
  • Limited Professional Tools: Does not offer built-in task management or business-oriented tools.
Summary

Discord is an excellent tool for quick, continuous collaboration and is especially beneficial in times of remote work and dynamic project environments. It is best suited for developmental change management, such as in projects focused on continuous improvement, team development, and problem-solving.

Slack

Slack is a centralized platform for team communication, collaboration, and file sharing, popular in professional settings.

Cost: Free and Paid options (Slack Pro at $7.25/month, Business+ at $12.50/month).

Pros:
  • Real-Time Communication: Facilitates instant messaging and quick connections between team members.
  • Robust Security: Implements measures like two-factor authentication and data encryption.
  • File Sharing and Integration: Supports various file types and integrates with cloud storage and other services.
  • Organized Conversations: Uses channels to help organize discussions by topic or project.
Cons:
  • Information Overload: The constant message flow can lead to distractions and overwhelm.
  • Initial Complexity: New users might find the interface and features a bit daunting at first.
  • Dependency on Internet Connectivity: Requires a stable internet connection for optimal performance.
Summary

Slack is particularly effective for teams needing a fast, reliable communication platform with strong file-sharing capabilities. It is well-suited for developmental change management, facilitating enhanced sales, quality improvements, and team collaboration. Its integration with various apps makes it a versatile tool for centralized communication.

Workvivo

Workvivo is a Zoom powered platform designed to connect and engage employees, improving organizational communication.

Cost: Paid (requires a sales quote)

Pros:
  • Comprehensive Collaboration Tools: Offers messaging, file sharing, video conferencing, and whiteboarding.
  • Seamless Integration: Integrates with Cisco Webex Meetings for smooth transitions between messaging and video conferencing.
  • Strong Emphasis on Security: Features end-to-end encryption for messaging, secure file sharing, and compliance with industry standards.
  • Scalability: Designed to meet the needs of both small teams and large enterprises.
  • Third-Party Application Integration: Supports integration with various workflow tools to enhance productivity.
  • Employee Engagement Features: Includes recognition programs, employee profiles, and social interaction tools.
  • Customization Options: Allows organizations to tailor the platform to their specific needs and branding.
  • Integration with Other Tools: Provides a seamless user experience through integration with various systems.
  • Mobile Accessibility: Offers mobile apps for connectivity on the go.
Cons:
  • Cost Consideration: Depending on the organization’s size and required features, the cost could be significant.
  • Potential Resistance to Adoption: Employees comfortable with existing methods may resist the introduction of a new tool where comparative tools already exist.
  • Privacy Concerns: Sharing information within the organization raises questions about data security.
  • Integration with Third Party platforms: While possible, it is not straightforward to implement. The platform works best in an organization that uses Zoom as their primary virtual meeting tool.
Summary

Workvivo excels in creating a collaborative platform that respects individual identity and contributions, focusing on intrinsic motivators. It is ideal for scenarios where enhancing sales, quality, and team development are key objectives. Its emphasis on intrinsic motivation makes it a valuable tool for developmental change management, especially in remote work environments.

Cisco Webex Teams

Cisco Webex Teams supports real-time and asynchronous communication, suitable for remote teams.

Cost: Free and paid options (Webex Starter at $19/month, Webex Business at $26/month).

Pros:
  • Comprehensive Collaboration Tools: Offers messaging, file sharing, video conferencing, and whiteboarding.
  • Seamless Integration: Integrates with Cisco Webex Meetings for smooth transitions between messaging and video conferencing.
  • Strong Emphasis on Security: Features end-to-end encryption for messaging, secure file sharing, and compliance with industry standards.
  • Scalability: Designed to meet the needs of both small teams and large enterprises.
  • Third-Party Application Integration: Supports integration with various workflow tools to enhance productivity.
Cons:
  • Learning Curve: The platform’s various features and functionalities may initially be complex for some users.
  • Resource-Intensive: Can be demanding on devices with limited processing power, especially during video conferencing.
  • Limited Customization: May not offer extensive customization options for interface appearance and organization.
  • User Experience: Streamlining the interface for simplicity could be challenging for those seeking an intuitive user experience.
  • Integration with Third Party platforms: While possible, it is not straightforward to implement. The platform works best in an organization that uses WebEx as their primary virtual meeting tool.
Summary

Cisco Webex Teams is a versatile platform that combines calling, meeting, messaging, polling, and events. It includes People Insights, a feature providing anonymized data around meetings to help managers gauge team engagement and collaboration dynamics. Positioned between Zoom and Microsoft Teams, Webex integrates more than the former but doesn’t encompass an all-in-one productivity tool like the latter. It is particularly effective for transformational and transitional change management, facilitating detailed discussions on change and supporting necessary calls and meetings.

Navigating change is an inherently complex and imperfect process, often met with varying degrees of acceptance among employees. However, the manner in which organizations communicate these changes can play a pivotal role in shaping employee perceptions and responses. By thoughtfully selecting and utilizing communication platforms that align with a company’s values and culture, there’s potential to foster a more open and receptive attitude towards change. This approach can encourage employees to not only accept change but also actively contribute positively to the evolving dynamics of the team and organization.

We recognize that the landscape of communication tools is diverse and constantly evolving. As such, we are curious to learn about your experiences and perspectives: What adjustments do you find critical in communicating organizational changes? Your insights are valuable, and we invite you to share them in the comments section. Let’s continue this conversation and exchange ideas on platforms like Twitter and LinkedIn, where we can collectively explore effective strategies for managing change in our workplaces.

Resources:
Comparative Analysis of Communication and Collaboration Tools

Assessing Features and Functionalities of Key Platforms for Organizational Change Management

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Job-Hopping. Threat or Opportunity?

A major trend happening in the business world is job-hopping among millennials. Millennials are people who were born between 1981 and 1996. One survey reported that employers expect 45% of their newly hired college grads to remain with the company for under two years, and the study showed that by age 35, about 25% of junior employees will have worked five jobs. The main reason for this job-hopping trend is that millennials are looking for more meaningful and impactful work that will make them feel purposeful. Gallup is reporting that a staggering 87% of employees worldwide are disengaged at work.

As seen during the pandemic, it is more important than ever for people to find jobs that challenge them, allow them to learn, and make an impact. Otherwise, as the Great Resignation proved, employees are prepared to find work elsewhere. In fact, according to Gallup, millennials are the most willing to act on better opportunities; 36% report that they will look for a job with a different organization in the next 12 months.

Employers need to be willing to make a change and invest in their most valuable assets to ensure they feel valued. This goes beyond competitive compensation and benefit packages, firms need to consider a more holistic approach. A recent Gallup report confirms that claim. Organizations that invest in their employees have seen absenteeism down 41%, profitability up by 21%, sales productivity increased by 20%, and overall quality of work increased by 40%.

So how do we solve the job-hopping threat?

Well, what if we stop thinking about job-hopping as a threat, but rather an opportunity.

Job-hopping provides employees with an opportunity to become well-rounded and develop a deep and thorough understanding of all parts of the business. They are exposed to a variety of roles and responsibilities and as such, can provide significant value to the organization.

If employees prefer job-hopping, why not find ways to embrace it? New employees are learning to make significant impacts at a faster pace than ever before and instead of trying to fight against the trend, organizations may want to consider a “join them” mentality instead.

Perhaps introducing a job rotation program aimed at encouraging top performing “job-hoppers” to stay within the organizations while also being able to scratch the proverbial itch to try something new. The program should focus on providing employees with exposure to different departments in the company and providing them with ample opportunities to expand their skill sets to help them continuously learn and grow within the company.

If you’re finding it difficult to retain top millennial talent this may be a strategy to consider. While it is specifically aimed at retaining top talent within the organization, you may very well find that it becomes a solid talent acquisition strategy. The change associated with this transformation will be complex and require significant investment to launch successfully, but how can one argue that an investment in a company’s most valuable assets is not worthwhile?

If you are embarking on a similar strategy, contact us today. We can help!

Future of Work ≠ Return to Office (period)

Image Credit: Albert Tercero

“We have to remember that oftentimes it’s not the change that people reject, they are rejecting the fact that they are losing something.“

Firms such as the Royal Bank of Canada, Osler, Hoskins and Harcourt LLP, the Canadian Broadcasting Corporation (CBC), Apple and The Globe and Mail have mandated that employees must return to the office between two to four days a week as of last month. Some firms, while choosing not to mandate workers to return to the office have become far less enthusiastic about employees working from home full time.

It’s clear that employers were hoping that their workers would voluntarily opt to return to the office, especially as, in most parts of the country, life has essentially returned to a pre-pandemic state. However, recent data shows that foot traffic in office buildings in Toronto, Montreal and Vancouver are still 55% below what it was in early March 2020.

The risks far exceed that of the employer’s real estate costs, the lack of foot traffic in these major metropolitan areas are having a significant impact on local small businesses and the economy. Some firms are also arguing that the lack of in-person collaboration has negatively impacted ideation and innovation, justifying the return to office as a means of restoring the “energy, spontaneity, big ideas and a true sense of belonging” that comes from working together in person.

However, we can’t ignore the many benefits (positive risks) associated with allowing employees to continue working from home.

Employees are able to improve work life balance and wellness by skipping their morning and evening commute. Employers are able to expand their talent pool to areas outside their headquartered location. Similarly, employees are able to seek out job opportunities outside their area of residence, including opportunities in different provinces to help alleviate the talent gap that has plagued businesses outside large, metropolitan areas across Canada for years.

In a recent survey, Mercer found that 61% of employees prefer to work from home. While this means that the majority of employees want to continue working remotely, it also means that 39% of employees prefer to work at the office. Is your organization experiencing a similar split?

Surveying your people to gather feedback about their workplace preferences is step one, it will give you a broad sense of the preferences across your organization, but it’s not the end goal.

What we sometimes fail to realize is that change happens one person at a time. Even large, complex organizational changes such as this one. The change is only successful if the impacted individual changes their behaviour and therefore, by extension, the organizational change is only successful if all the impacted individuals change their behaviour. In other words, it’s the cumulation of many individuals changing their behaviour from their current state to the desired future state that leads to a successful change. It’s important to think about any change in terms of the individual and how you can support each person through that change.

While this may sound obvious, it is constantly overlooked. You can see evidence of that in organizations that have issued explicit, overarching work from office mandates. These firms are failing to recognize that change happens at the individual level. The optimal return to office strategy will never be a one-size fits all approach, because your employees are individuals, each with their own reasons why they prefer to return to the office or not.

Employees who prefer not to return to the office may have a spouse who lost their job during the pandemic and the unnecessary expense to commute to and from work is not something they can afford, they may have moved outside a commuting zone during the pandemic and the time and expense of traveling to and from work multiple times a week is not feasible, or a host of other reasons why the individual you are looking to change is resistant. Until you understand what is causing the resistance at the individual level, you are approaching the change blind. This is a recipe for disaster, one that could translate into significant costs to your business, including, but not limited to, regret turnover, decreased productivity and morale, increases in medical leaves and more.

We also have to remember that oftentimes it’s not the change that people reject, they are rejecting the fact that they are losing something.

The change process and mourning process are very similar, if not identical. People go through a denial, anger, bargaining, depression and acceptance phase in loss and change. We are asking people, in some cases forcing people, to incur a second drastic shift (or loss) in their work lives in as many years.

As leaders, you need to recognize that your employees will have varying levels of comfort surrounding this transition. You need to listen to your employees, validate their emotions and act on the input received. Does it make sense for a technical writer, for instance, to come into the office five days a week? Probably not so let’s not force compliance for the sake of it and really open our minds, and our hearts, to what makes the most sense for the business and the answer is always what makes the most sense for each individual employee.

If you are embarking on your future of work strategy, contact us today. We can help position this change for success by developing a customized and scaled approach that garners the commitment necessary to implement this change successfully across your organization.

The 4-Day Work Week: Is It Just a Dream?

What are the benefits and risks associated with this change?

One of the most popular trends in the global corporate world is the 4-day work week. In Canada, we have yet to adopt this model, though it has been adopted in other countries, including Spain, the UK, New Zealand, Belgium, and Japan. A Bloomberg study reported that 78% of leaders at over 70 UK companies that shifted to four-day schedules said their transition was good or “seamless”. Most (88%) said that four-day schedules are working well.

This concept is getting the attention of senior management as firms try to reduce their turnover rate and stay competitive amidst the aftereffects of the COVID pandemic. Locally, one Toronto company, PRAXIS, a marketing communications agency, announced it will join the 4-Day Week Global trial, along with 59 other North American companies.

Iceland has been piloting the four-day work week since 2015, they have seen significant improvements in overall employee well being following this change. Employees were less likely to suffer from workplace stress, anxiety, depression, and burnout. This has been further substantiated by Gallup, who conducted a poll in March 2020 and found that people working four-day weeks reported lower levels of burnout and higher levels of well-being compared to those working five- or six-day weeks.

However, this is more than just an employee wellness play, there are significant business benefits associated with this change. For example, a New Zealand company, Perpetual Guardian, reported a 20% productivity increase after switching to a four-day work week. Similarly, in Japan, Microsoft reported that implementing a four-day workweek led to a 40% boost in productivity compared to the previous year. Furthermore, one less day of work is one less day the lights are on at the office. Microsoft Japan saw a 23% reduction in electricity consumption and a 59% reduction in paper printing after implementing a four-day workweek.

A recent Gallup report estimated that millennial turnover costs the U.S. economy $30.5 billion annually. According to that same report, millennials rank work-life balance high on their list of priorities when considering employment options. A work schedule that provides employees with an additional non-workday a week may be attractive to your workers.

It’s clear that the 4-day work week has the opportunity to provide both employees and firms with a significant amount of benefits. However, implementation of a change of this magnitude is highly complex and there are risks that must be managed effectively. However, if you have the right tools and support to manage the change, the 4-day work week could be a blessing for your firm and employees.

Are you thinking about implementing a 4-day work week across your organization? Contact us, we can help!

‘Quiet quitting’ is a signal for change

What is the root cause and how can firms address it before it’s too late

Quiet quitting is the new trend wreaking havoc on the corporate world. First, we experienced the Great Resignation, which is far from over in my opinion, and now, employees are actively reducing their level of productivity as a form of protest to their employers who have failed them; failed to provide an acceptable level of work-life balance by continuing to overwork them without regard to the mental and physical health repercussions.

At what point are we going to stop and say, “enough is enough” and start to make real change to improve the lives of employees. They are your most valuable asset and you’ve neglected that fact for too long. If employees are en mass consciously choosing to do the bare minimum, that’s on the employer, not on them. If you don’t agree, you’re part of the problem.

There has always been a myth surrounding productivity and employee engagement. Traditional employers believe that the two are negatively correlated, meaning that we can’t achieve both increased productivity and increased employee engagement. That is not true. In fact, the truth is that the only way to generate sustainable, the key word being sustainable, increases in productivity is through a relentless pursuit of continually improving the employee experience.

Now, I don’t mean stamping “we’ve heard you” across every corporate communication that comes from the CEO. I’m talking about a real focus on the employee experience. Understanding what your employees want and need and delivering it. If you think the investment isn’t worth, I’d ask what investment is worth more than the engagement of your employees. Firms invest in new innovations every day to improve the lives of their customers. Who is ultimately responsible for the customer experience at your organization? You guessed it, your employees. Treat employees with the respect and dignity they deserve, and the returns will be ten-fold, mark my words.

Where to start is often the most difficult task for any change. Here are six areas that have the most significant impact on the level of employee engagement. It’s likely that one or more are areas of opportunity that should be investigated further.

Roles & Responsibilities

A clear articulation of what your employee’s roles and responsibilities are can significantly influence their level of engagement. It prevents feelings of uncertainty and allows them to focus their efforts on what’s expected, rather than spending all their time “putting out fires” for others.

Autonomy

Employees need to have the autonomy to make decisions and be held accountable for the outcomes. Furthermore, the means to which performance is evaluated must be measurable, transparent and objective. Leaders oftentimes use judgement alone to determine the quality of performance, however that creates subjectivity that oftentimes leads to conflict. An employee believes their work was impeccable, only to find out it’s not what their leader expected. Let’s be honest, how many times has that happened to you?

There seems to be this trend toward compartmentalization which has reduced the level of autonomy for employees over the years. Employees no longer have full autonomy to make decisions, fail, try again and improve. Instead, there is this culture of “never fail” that has permeated the corporate landscape which makes innovation and engagement impossible to achieve. Employees who seek remote levels of autonomy are forced to enter the start-up space and that needs to change.

Continuous Improvement

The concept of continuous improvement in terms of how things are done and continuing to educate employees and leaders on topics that are relevant to their work and development goals are crucial to ensure they continue to bring forward new ideas to help the firm and team innovate.

Some organizations might say that they support continuous learning, but is there a package of required learning that employees in different groups are required to complete prior to onboarding (excluding entry level positions)? Are new packages developed as the industry matures for new and existing employees? Do they receive dedicated time away from work to complete these sessions and are they given the opportunity to apply what they learned on the job?

Employees are “ASSETS” not “COSTS”

I’ve talked about this at length already but it’s important to emphasize again.

I have seen time and time again that when an employee leaves an organization, they are often immediately replaced. There is little done to retain the individual; determine whether there are areas within the company that would be a better fit, attempt to understand what went wrong or provide any support for them as they embark on a new journey.

It is my belief that employees hold an immense amount of knowledge that is both unique and highly transferable across organizations. A number of employees I think underestimate how transferrable their knowledge is, which keeps them loyal. But that’s not how you want to retain employees. You want employees to want to be part of your organization and to do that you need to treat them like the assets they are. How is your organization doing this? What is attracting employees to the company – and I don’t mean the bare minimum that all other employers are providing like benefit packages, share ownership plans and the like. If you deliver the bare minimum, why are you so surprised when your employees do the same.

It’s time for a change…

If after reading through this you feel like your organization can use some help. I’m sure you’re not alone and in this era of the Great Resignation and, now, Quiet Quitting, this is likely something that should be tackled sooner rather than later.

This requires dedication of all levels, from senior executives to line managers. However, it’s not impossible if you spend time trying to understand the problem, testing out solutions and remain laser focused on sustainment efforts. Employee experiences, like customers, evolve rapidly and the organization needs to be flexible enough to adjust their approach quickly in order to ensure the employee experience isn’t ever compromised. This is easier said than done, however if you’re committed enough to making a sustainable change for your employees then anything is possible.

Need help improving the engagement of your team? Contact us, we can help!