TOOLS: LINE MANAGER COMMS

You can read this article online, go to: www.melcrum.com/manager-comms-plans

COMMUNICATION PLANS FOR MANAGERS

here are four core competencies that

every manager needs to possess to be
an effective communicator insight;
feedback/coaching skills; listening skills;
and, of course, communicating. Heres
why these competencies are critical:
n Insight is needed for planning performance goals
and linking them to company priorities.
n Feedback and coaching are needed to pinpoint
improvement opportunities and to help
employees prepare for future assignments.

Table One: Manager communication competencies

COMPETENCY

ASSOCIATED BEHAVIORS

1. Insight

Connect company strategy to marketplace events

Align work unit priorities to company goals
n Define individual performance objectives and metrics
n Convey customer needs
n Explain the rationale and benefits of major changes
n

2. Feedback and coaching

3. Listening

n Listening skills are necessary to draw

information out of people and to probe the root

causes of problems.
n Communicating both orally and in writing is
key to shaping employee beliefs and attitudes.
The righthand column in Table One lists common
behaviors associated with these competencies.
However, its worth noting that this list is not
meant to be all-inclusive.
Creating a communication plan involves
managers thinking through the message they wish
to convey, understanding their target audience and
determining the best way to deliver their message.
The following templates and change model
demonstrate the kind of planning guidance that
could be included in a managers communication
toolkit (the level of sophistication of the planning
process could vary depending on the complexity of
the communication initiative and the seniority of
managers and leaders involved).

Sample communication plan [see Box One]

Purpose: Describes the components of a

communication plan and provides insight into

elements that should be taken into consideration at
the planning stage.

Benefit: Helps managers present a communication

strategy.

Tips on applying:

Be clear on
objectives and be
sure messages and
approach align to
those objectives.

Identify ways people can be more effective

Recognize and reward good performance
n Prepare people for future assignments
n Point out available tools and resources
n Help others learn and adapt
n

Stay focused on the speaker

Strive to understand the speakers position before reacting
n Ask clarifying questions to start a dialogue
n Probe to determine root causes of problems
n Listen for underlying thoughts and feelings
n

Objectives
Here are the communication objectives management wants to achieve:
1) Employees are aware of whats changing, the rationale and what it
means for them. Metrics:
n 80 percent of employees believe the information they received
explained the changes thoroughly.
n 80 percent of employees believe they understand what the changes
mean for them personally.
n 90 percent of managers believe they know what to do by when.

Determine the message you wish to convey

Make the point using simple, direct language
n Write clearly and concisely
n Align words and actions
n Consider who else needs to know
n

Melcrum Ltd. 2012

For more from Strategic Communication Management magazine go to: www.melcrum.com

Background
XYZ Company has been losing ground to competitors for the past five
years. To turn the business around, the company must:
n Reduce operating expenses.
n Nurture and reward innovation.
n Enhance product quality.

Focus groups have been conducted with midlevel managers

and employees from all key line and staff groups to assess their
understanding of the need to change, concerns about future direction
and needs for information. Based on that input, this communication
plan describes the suggested process for communicating HR changes
to employees.

How can we get our managers to be the best communicators they

can be? Providing them with the right communication plan is a
start, as is identifying the key traits we want them to demonstrate.
Here, we use information from Melcrums Developing a
communication toolkit for managers report to help you.
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BOX ONE: SAMPLE COMMUNICATION PLAN

To achieve these goals, the company is implementing a new

strategic plan. To ensure employee actions and rewards are fully
aligned to the plans objectives, the company is also overhauling
a number of HR processes, including pay plans and performance
management systems.

4. Communicating

The core competencies that every manager

needs to be an effective communicator are
insight; feedback/coaching skills; listening
skills; and, of course, communication

2) Employees stay focused on customers throughout the transition.

Metrics:
n Customer satisfaction scores remain at current level or better.
n Calls to HR call center are less than 5 percent above normal.
n Manager and employee feedback suggests the changes produced
minimal noise and distraction across business units.

scm September 2012

scm September 2012

Challenges
Factors likely to produce resistance to change are:
n Employees must learn new processes.
n Employees have more pay at risk.
n Managers need to have tough discussions with low performers.
Key messages
Alignment: HR processes are being aligned to the strategic plan
n New incentive plan.
n New performance management process.
n New selection process.
Rewards: Employees will have new opportunities for rewards
n Greater link between pay and performance.
n New professional development program.
n Broader opportunities for career advancement.
Clarity: A consistent HR approach will be used companywide
n Greater clarity of employee roles and responsibilities.
n Managers have easier time assessing employee contribution.
n Common benchmarks used to measure results.
Approach
Gain active support from managers
n Provide tools e.g., Q&As, talking points that help managers
deliver key messages.
n Prepare managers to hold difficult discussions with employees.
Provide clear instructions
n Keep communications simple, straightforward and direct.
n Prepare employees to take necessary actions.
Listen and respond to feedback
n Capture ongoing feedback from managers and employees.
n Maintain flexibility, respond quickly to communication needs as
they surface.

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Figure One: Change communication model

Email briefing kits to managers and post on HR website. Use

HR site for posting follow-up information

Keep an archive of communication materials in one location

Communication

April

Hold manager/employee discussions to explain the changes

and their implications

Ensure all employees know how the HR changes will affect

their job responsibilities and pay opportunities

Managers

AprilMay

Prepare and publish a newsletter article on how the

implementation schedule is proceeding

Reinforce the message that changes are being implemented

throughout the company

Communication

June

Send an email or letter to all employees stating that by now

they should have had a conversation with their manager
about the changes. Email managers a copy of the letter two
weeks before it goes out

Encourage managers to communicate the changes before

employees receive the letter and ask about them

Communication

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Reinforce messages as necessary

Communication

Melcrum Ltd. 2012

For more from Strategic Communication Management magazine go to: www.melcrum.com

scm September 2012

scm September 2012

Yes

Expectations
established?

Identify what needs to be

accomplished
n Determine whom you wish to
reach
n Decide what your target
audience should know, feel
and do

Deliver follow-up communication based

on survey results

Survey vendors

ACTIVITIES

Gauge results: compare actual to target results and

determine whether follow-up communication is warranted

Conduct a telephone survey with a sample of managers and

employees

Define objectives

CONTRACTING

No

Phase 3: Survey managers and employees to assess the effectiveness of communication

June

Project manager

Ensure all implementation partners are ready to support the

changes

Conduct final readiness check before distributing kits.

Communication

Prepare kits for distribution

Plan communication
approach and tactics
Create prototype
communication
Test prototypes with target
audiences
Revise communication as
necessary
Obtain approvals and finalize
deliverables
Communicate the change

Finalize briefing kits

Communication

Craft persuasive messages

that reinforce positive
beliefs, counter negative
beliefs and enhance peoples
understanding
n Express each message in
terms of a theme, a summary
statement and supporting
evidence (e.g., facts,
statistics, etc.)

Ensure briefing kits achieve desired results

Pilot test briefing kits with selected managers

Define what your target

audience currently believes
about issues related to the
change
n Identify the values and
perceptions driving those
beliefs
n Outline likely challenges to
your message

Execution teams

Suggest modifications for key business units

Audience
involved?

Review briefing kits and implementation approach

Themes
compelling?

Human Resources

Challenges
determined?

Describe the pending changes and implementation calendar.

Prepare leaders to answer questions

Yes

Include a segment on HR changes during the monthly senior

leader meeting

March

Craft key messages

Project manager

Yes

Ensure communication and implementation plans are

appropriate across business units. Assess whether
modifications or additions are needed

The amount of work

managers do at each step
should reflect the size
of the communication
issue. For example, if
the issue is minor, it
may not be necessary
to do a full-blown
stakeholder analysis; a
few hallway conversations
might provide all the
feedback managers need.
For a larger change
management program,
however, managers
may wish to conduct
focus groups to gain a
better understanding
of employee needs and
concerns.

Yes

Line up HR and line management representatives to

serve on execution teams to review comms materials and
implementation plans for business units

each step in order,

spending as much or as
little time as warranted
by the communication
objective; resist the urge
to begin at Step 4.

Create, test
and produce
communications

Communication

February

DEVELOPING

Prepare managers to implement the changes in their

business units

Phase 2: Prepare managers to communicate changes

Tips on applying: Complete

MESSAGING

Develop manager briefing kits highlighting HR changes,

manager communication responsibilities, and talking points
for addressing employee questions and concerns. Include
a video modeling manager/employee discussions about the
changes and potential employee reactions

Finalize communication plan and review with stakeholders

RESEARCHING

Communication

January

Test communication plan with target audience to ensure

effectiveness

Phase 1: Finalize communication plan

ACCOUNTABILITY

PURPOSE

No

TACTIC

No

TIMING

by-step framework for

developing a change
communication strategy
and tactics.

No

Table Two: Sample plan for communication tactics

Benefit: Provides a step-

Targets
achieved?

ASSESSING

Tips on applying: Clarify who will take responsibility for each element of the plan and set firm deadlines for each phase.

five steps of a successful

change communication
campaign.

Gauge and present

results

Purpose: Describes the

Benefit: Helps managers think about the how, why, when and who involved.

Determine audience
mindset

Change communication
model [see Figure One]

Purpose: Describes the timing, tactics, purpose and accountability of the plan.

No

Sample plan for communication tactics [see Table Two]

Measure impact of the

change, reactions and
opportunities to enhance
perceptions
n Present results to those
leading the change effort
n Supplement communication
as necessary

Yes

END

TOOLS: LINE MANAGER COMMS

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