Page 16 - ENGAGE -- Issue #10 -- Fall 2017

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Fall 2017
external communications, requires making choices, it also needs to be seamlessly executed across multiple channels.
“When we started this process, my goal
was to get everyone using the same channels to communicate,” Thomas recalls. “It didn’t work, because our team members are widely varied in terms of their comfort with technology. We have people who are using Internet Explorer 5.0 and don’t know how to process an email attachment, while others are constantly on the go and work primarily from their mobile phone. We have some team members that are Microsoft Office power users and others that prefer G Suite (Google Drive, Google Docs, etc.).”
So that Innisfree’s staff members can access the brand messages where they are comfortable, internal communications are done across a variety of channels. A company intranet houses a great deal of brand content for employees to consume, but they are also not afraid to adopt new technology and communication styles, such as Slack. The company is even exploring the idea of computer-screen kiosks in break rooms for
team members who do not sit at a desk or use a computer during their workday. Small groups can also test new channels and push working ones throughout the organization.
“I think the key is to not strive for a one-size- fits-all solution unless you have a homogenous, tech-savvy team,” Thomas says. “We found a lot of times, the only way to cut through the information overload is in-person training and workshops. These are time-consuming and tedious, but I don’t think we could have engaged our employees in our intranet without them.”
David Weekley Homes sends a quarterly newsletter, WeekleyPress, to each team member’s home, allowing them to share it with family members. It serves as an opportunity to share company and individual happenings, achievements, news, awards, announcements, fun photos, and more. “Each issue contains a letter written by David Weekley to team members and their families as well as information about company-wide happenings from the previous quarter, such as the latest product developments, expansions into new cities, exciting events in our team members’ lives,
and tips for health and wellness,” Akin explains. Deciding whose shoulders it falls on to
create all this great internal marketing content can sometimes create friction between marketing and human resources, the group that has traditionally been the publishers of internal messaging. While admitting that collaboration between the two teams is crucial, Thomas nevertheless believes that the marketing department needs to push the envelope so that the cautious approach normally associated with HR doesn’t erode the dynamism of your internal marketing campaign. “Internal marketing, like all marketing, is built on great content, which
is created in the marketing department,” she says. “One example for us was removing the legalese from our orientation booklets.”
To build your internal communications plans, start with a content marketing strategy that includes an editorial calendar. “We do this so that our team members know that there will always be something fun, fresh, and interesting to engage with on our internal channels,” Thomas says. “And we brainstorm content production just as we would for any ongoing consumer-facing campaign.”
Above all, Thomas says, you need to be entertaining in what you churn out. “Technology and information overload are blurring the boundaries between our work and private lives,” she says. “If you want to grab their attention,
you need to stand out and entertain. It has to
be engaging and fun.” (See our accompanying sidebar, “Internal Marketing Tactics,” to learn how Innisfree communicates to its internal audience.)
HAVING THE RIGHT TALENT
To build an effective internal marketing strategy and create content that is “engaging and fun,” you’ll need the right people on that marketing team. At Innisfree, recruiting creative talent into a traditional business is a challenge, so top- level management had to protect the idea of marketing internally. “In Creativity, Inc., author Ed Catmull calls it ‘protecting the baby from the beast,’” Thomas says. “In our business, the beast is operations. They are output driven
and are wired to keep things on track and on budget. It took them a long time—and an internal communications strategy—to come around to the idea of needing a corporate storyteller.”
INTERNAL MARKETING
Beyond Content and into Actions
Internal marketing doesn’t have to be only about messaging. Sometimes actions, like events, speak louder than words. David Weekley Homes is determined to continue fostering a working environment that its employees love being a part of. Lyda Akin explains a few ways the brand does it.
1. Annual Awards Celebration – We do this in each city we build homes in. The celebration is complete with presentations, props, and even costumes. Spouses and signi cant others are encouraged to attend so they can share in celebrating the company’s success, get a better understanding of the company, and review results of the year. Team Members are also recognized with awards for Team Member of the Year during this event.
2. Encourage Feedback – We ask for comments about many company topics, including bene ts. We send surveys following our quarterly and annual company meetings so that we can always nd ways to improve—whether that’s through a program to enhance our medical bene ts, a new wellness initiative, or access to a website that o ers a variety of personal growth and self-improvement courses.
3. Internal Learning – We o er internal e-learning classes that go more in-depth about our culture, values, and beliefs. Our leadership team also attends various training opportunities— either specialized training courses or ongoing workshops—so they can be ambassadors of our culture and help maintain the values of our company within each department.