INTERNAL COMMUNICATIONS AUDIT REPORT Executive Summary
Customer Service Centres
Research Overview: Internal communication is a key organisational priority for Dixons Carphone Home Services and regarded by senior management and the majority of staff as intrinsic to the success of the organisation.
One of the main objectives within the CSC communication plan is the development of an internal communication strategy. In order to assess the effectiveness of current internal communication practices with particular emphasis on channels and messaging, a communication audit was conducted across Knowhow Home Services CSC. A combination of research techniques was used, including a POS audit, in-depth interviews and focus groups with the objective of making recommendations for change to consistent practices across the network.
The evidence gathered from the audit highlighted some very specific areas of concern from staff:
Too many operational changes with little time for colleagues to absorb information No single point to find colleague information/benefits/offers You’re electric has failed within the network You’re benefits is complicated to log in No incentives to keep colleagues going Disconnected with other parts of the business Not enough time to brief colleagues in the morning before they leave for the road No briefing template for BAU messages only operational updated Inundated with irrelevant emails Lack of communication with retail i.e. customer promotions Challenging to brief all colleagues when they are work different shifts Limited number of ways to brief colleagues Colleagues disengaged with corporate initiatives
Overview in Numbers
Good 55% Overwhelming
60% Good 40% Poor
On-road Colleague
Site Manager
45%
First Line Manager
What is your current experience of communications overall? 40% Good 60% Poor
Do you require additional support? 60% Yes 40% No
55%
69%
Yes
Good
45%
31%
No
No
Do you have the tools to communicate effectively with your team? 77%
83%
Yes
Good
33%
17%
No
No
What is the most effective form of communication at your site? 88%
90%
Verbal
Verbal
8%
6%
Phone
Signage
4%
4%
Phone
92%
90%
45%
Yes
Yes
Yes
8%
10%
55%
No
No
No
98% Verbal 2% Email
Do you feel like you’re kept informed?
Key recommend
Following on from this report, a communication strategy and action plan is being developed, incorporating the key recommendations from the audit findings. The key recommendations to improve communication within the network are to:
Recommendation 1 Develop and implement a core brief cascade and team briefing process throughout the network on set days, supported by the Senior Management initiating a core briefing mechanism at a senior level. Purpose: To improve downward, upward communications throughout the network and enable clarity and consistency of information from senior management. Action / Issues: Currently sites have complete control over briefings – there are no official set days or time for this to happen, nor are there specific topics given for them to discuss i.e. NPS/general operational updates/colleague updates.
Recommendation 2 Develop an electronic communications strategy Purpose: To improve the frequency, targeting and effectiveness of electronic messaging. To reduce the amount of unnecessary emails sent to the network and consolidate reports into an easy readable format. To review and improve the use of key mailing groups. Action / Issues: A presentation of incoming and outgoing emails to management teams has been made to Senior Leaders/IT by Darren Lynch and ongoing discussions between both will inform any future strategy.
Recommendation 3 Develop the new information hub, to create a more colleague-focused, informative and easily accessible set of web pages. Purpose: To foster a greater sense of community and make vital information more easily
accessible to staff Action / Issues: Ongoing meetings between Dyson and Internal Comms Team to set up info hubs across the network.
Recommendation 4 Develop and improve existing publications, such as the Mail Drop/posters/noticeboards and work with other department to share best practice and information. Purpose: To create internal publications which inform and engage with staff and meet their needs as internal stakeholders. To create a stronger employer brand across all CSC publications. Action / Issues: An internal review of colleague requirements will help Internal Comms to assess the effectiveness of existing staff channels. A clear set of communication objectives and guidelines will help all editors of internal publications understand how to support the employer brand.
Recommendation 5 Provide on-going support with Your Benefits and clear guidance on how to use the available information. Purpose: To add value to Your Benefits programme by ensuring colleagues across the business utilise the information available and can access the URL from remote locations. Work with HR to provide temporary logon details to all CSC colleagues who then can change passwords and will have a record of their details. Action / Issues: Colleagues cannot remember their logon details therefore cannot use the system to view important but crucial information i.e.payslips – this leads to frustrated colleagues.
Recommendation 6
Re-launch You’re Electric to CSC network by creating a reward and recognition scheme that resonates with colleagues Purpose: To modify the current You’re Electric process to create a different version which will engage and excite the CSC audience. Understand what colleagues find useful and practical and create an effective reward and recognition scheme which will allow colleagues to easily use it. Action / Issues: The You’re Electric online process isn’t practical for CSC colleagues, as they are not computer based, some even computer illiterate. We need to re-build the process from the ground up and understand what works best for our colleagues.
Recommendation 7 NRC to apply downtime on specific days to allow briefings to take place at every site. Purpose: Work with SM/DM and NRC to build a downtime process where sites will have specific time allocated on certain day/s during the week to allow for proper and effective briefings, and colleagues can ask questions if needed. Colleagues are worried that they don’t have enough time in the morning before their run starts to process any information or ask questions if they don’t understand something. Action / Issues: Site Managers to understand the impact this could have on performance. If run is due to start later than usual, this will impact on the number of drops for that day.
Recommendation 8 Bring NPS to life to maximise engagement with colleagues which will ultimately boost productivity. Purpose: NPS plays a vital role in a colleague’s performance. This decides how much bonus a colleague will receive during the year. Currently the information is displayed on a
screen or written on a board without attracting colleagues. To build a new way of displaying NPS/initiatives to make NPS exciting which will ultimately increase scores and boost productivity. Action / Issues: Colleagues are only site for a short period of time before they are on the road so it needs to be interesting.
Recommendation 9 Create a visual slide deck of communication which will be displayed through TV screens at each site. Purpose: Using powerpoint to create a slide deck all about csc communications which will be updated on a weekly basis following the weekly Mail Drop. Comms team will create a standard slide deck of information and email the finalised version to champion who will display through various TV screens across site on a USB stick. Sites can include localised initiatives i.e birthdays or events Action / Issues: Champions may be on a day off or sick when slide deck is emailed over – contingency plan needed for another colleague to update TV screens should this happen.
Recommendation 10 Training videos to support colleagues with installation when new products are brought into the business. Purpose: To work with the training team to produce short videos when new products are brought into the business that require installation. This will be broadcasted and stored on workplace by facebook for colleagues to access at any time. If they have any questions or need assistance, they will be able to comment on the video for the relevant person to provide answers quickly. Action / Issues: All colleagues will need to sign up to workplace by facebook – if they don’t have the
capabilities of doing so on their personal mobile phones they will not be able to use workplace by facebook or view any information.
Recommendation 11 Events Calendar for 2017 by implementing a new CSR strategy Purpose: To work with our charity partner The Mix to develop a sound CSR strategy for CSCs which will be launched to the business in 2017. This will consist of key events throughout the year and will include team building activities to boost employee engagement. Action / Issues: To gain initial buy in from colleagues and make sure they understand the positive impacts this will have on their day to day jobs.
Recommendation 12 Standardised facilities across CSCs Purpose: The facilities are very inconsistent across the network. Some are kitted out with xbox and pool tables whilst others have broken chairs and TVs that don’t work. By supplying each site with a standard set of leisurely facilities, this will encourage colleagues to take notice of surroundings and spend more time in those areas where communications have been displayed. A facilities audit to be completed by site manager to document the inconsistencies in canteen/kitchen area. Action / Issues: Should budget be supplied centrally or locally?
Recommendation 13 New ways of communicating with on-road colleagues Purpose: Colleagues have become complacent when it comes to receiving communication. The same methods have been used for years and they aren’t interested in the next
thing that comes along. To develop new initiatives to communicate with colleagues i.e. through PDA or mobile phones. Action / Issues: There are only a limited number of ways to communicate with colleagues due to time spent on site.
Recommendation 14 Colleagues to experience other parts of the business and ultimately understanding that they are part of a much bigger picture within Dixons Carphone. Purpose: Work with training and development to build an induction programme which showcases other parts of the business. Show videos of Newark operations and the entire customer journey to understand where they fit in. Overview with of Dixons Carphone corporate side and key roles/functionality within Acton. Improve relationship between retail/corporate and Knowhow colleagues Action / Issues: Disjointed relationship between corporate and Knowhow colleagues goes back a long way, adjusting the mind set to understand the entire customer journey including retail.