The Society of Actuaries (SOA) embarked upon a campaign to revitalize the actuarial brand. Their mission was three-fold: to dispel long-held misconceptions, improve career opportunities for members and attract the next generation of actuaries. Insidedge partnered with the SOA to develop specific programs to help the SOA successfully realize their goals.
The challenge: The purpose was to ensure members felt connected to the SOA, understood the efforts undertaken to advance the profession and had the tools necessary to participate.
Our solution: As part of our work we conducted a robust member satisfaction survey, developed brand-enhancement tools, including a dedicated website, guided changes to their key publications and websites, provided recommendations on improving interactivity at SOA meetings, and developed an onboarding strategy/program for new members. To help future candidates connect with SOA, Insidedge helped launch a University Outreach visit program that takes the SOA and current actuaries to college campuses around the world, created a dedicated Website, riskisopportunity.net,to serve candidates, and conducted an in-depth survey to understand candidate needs.
The results: A blog created for the Society of Actuaries now attracts 2,500 readers, and the LinkedIn group now has over 3,500 members. Potential candidates feel more connected to the SOA through the University Outreach Program, and SOA members feel significantly more connected to SOA and its’ brand.
Twenty years of rapid growth in fast-paced, frenetic company, led to employee burnout. Employee turnover was increasing and satisfaction was decreasing, and with double-digit business growth goals, this necessitated increased employee retention and commitment. Corporate values had been under-used as a powerful link between “true believer” workforce and company.
The challenge: Dell was looking to drive business growth and build culture.
Our solution: We developed a creative platform called “I am the Soul of Dell”. Through this platform, we ran a global storytelling program featuring employees’ “Soul of Dell” experiences.
The results: The program was extremely successful, with more than two-thirds of employees reporting that the vignettes and profiles provided by “I am the Soul of Dell” positively influenced their impressions of working at Dell. Additionally, 66% of employees believe the campaign makes them feel part of the Dell team, and 61% of employees claim the effort provides a clear picture of how Dell operates.
Having weathered government quality warnings and internal scrutiny from throughout the broader company, Wyeth’s Technical Operations & Product Supply (TO&PS) organization was in need of a strategy to engage employees, boost morale and revive its reputation.
The challenge: Improving company reputation and creating a renewed sense of pride in the organization.
Our solution: Insidedge developed “My Wyeth is…” for Wyeth’s Technical Operations & Product Supply (TO&PS) group to rally their 18,000 employees around the business’ objectives by telling its story, in its own terms and through its own people. The campaign shares stories of employees whose actions reinforce desired behaviors and encourages employees to serve as brand ambassadors.
The results: Insidedge increased visibility of senior leadership whereby TO&PS President Charlie Portwood and/or members of his leadership team have attended all “My Wyeth is…” launches globally, making their presence felt among the entire TO&PS organization. We strengthened employee understanding of the business and its challenges by sharing stories across worldwide operations, allowing employees at every site gain a deeper appreciation of what their colleagues experience daily. We also Reinforced the success of the organization through “My Wyeth is…” launch is a celebration of the teams’ successes, bringing together executives, site employees and featured employees to share stories and pay tribute to each other and the organization they support.
Insidedge and The Dow Chemical Company win the 2008 PRWeek Employee Communications Campaign of the Year for “I am the Human Element”
Insidedge, working with Dow’s employee communications team, designed an internal communications program to help educate Dow people about the external Human Element campaign and the sustainability goals upon which it is built, as well as the importance of reputation in achieving Dow’s vision. Through nominations and interviews, Insidedge helped Dow tell the stories of inspirational employees and how everyone at Dow is an integral part of the success of the company. Employees from around the world have been recognized and the campaign has not only fostered understanding of the 2015 Sustainability Goals, but has also increased pride in colleagues and the company.
Insidedge wins the 2008 PRCA Award for Excellence in Internal Communications for their work with Northern Ireland Water and the campaign “Pride in What We Do”
Insidedge was brought in to help Northern Ireland Water actively engage staff in enabling the company to effectively achieve its annual business targets. The “Pride in What We Do” campaign was supported by promotion of the vision, communication to managers and print and on-line materials that gave employees a greater sense of belonging and pride in the company. Focus groups recorded 100% recall and understanding of the vision and the campaign has helped create a healthier, more open approach to communication.
Dow and Insidedge win the 2008 IABC Electronic and Digital Communications Gold Quill Award for their “Access Andrew” Employee Blog
Dow partnered with Insidedge and GH Dialogue to research corporate blogging, create smart internal policies and processes and motivate employees to utilize blogs as a new feedback tool. The result was Access Andrew, an internal blog that has become an integral way to share leadership messages and create a sense of community and ongoing dialogue among its global workforce. A month after the launch of Access Andrew, a survey of 1,200 Dow employees showed that 68 percent read the blog and 77 percent felt it has enhanced employee communications at Dow.
Insidedge and GolinHarris win the 2009 Bronze Anvil for their website “Real People, Real Stories”
By working with GolinHarris to create Real People. Real Stories., an internal “YouTube-like” Web site, Insidedge helped GH create a living archive of stories that reflect the people, culture and values unique to GH. The videos have helped create a sense of pride among employees in being a part of het GH family and have increased their understanding of GH’s values.
Insidedge and Zains’ “The Launch of Zain in Africa” wins the 2009 CiB Award for Best Merger/Change
After telecommunications company Zain rebranded it’s 14 African operations from Celtel to Zain, it needed to find a way of getting employees excited about and supportive of the change. Following a communications audit and a series of communications training workshops Zain launched the brand through a 14 country simultaneous celebratory event at which Insidedge provided unity through messaging and branding. Zain is now the market leader in 11 of its African markets and continues to enjoy record growth with all launch markets seeing an increase in subscriber numbers following the re-branding.
Insidedge wins the 2010 Employee Communications Sabre Award for their work with Molson Coors on “Rallying Employees Behind ‘Our Brew’ at Molson Coors”
The “Our Brew” re-branding initiative was developed to unite and engage corporate leaders, excite employees, and drive the Molson Coors global reach to become a top global brewer. The program was a multi-faceted approach to re-branding that included a new way of dialogue known as “pub-talk,” increased leadership visibility and implementation of a storytelling platform. A survey was given to employees to measure the progress of the program and the results revealed that employees were actively connecting the dots between Our Brew and the company’s strategy – engagement scores are on the rise and employee usage of the Our Brew tools continues to increase.
Insidedge wins the 2010 IABC Employee/Member Communications Bronze Quill Award for the Kraft Foods “Communicating with Flavor” training program
Insidedge developed a refreshing and energetic communication framework, the “Communicating with Flavor” program, to enable Kraft Food’s communications team and other key communicators to stop using dull, corporate speak, and become more consistent with the company’s revitalized image. More than 200 individuals from the U.S., Canada, Europe, Asia Pacific, Brazil and Argentina participated in the workshop. The program has been an immense success – 97 percent of those who participated in the “Communicating with Flavor” workshop, which is at the heart of the program, said they are “likely” or “extremely likely” to make changes in the way they communicate.
Insidedge and Jack Morton Worldwide win the 2011 PRWeek Employee Communications Campaign of the Year for the program “Showing Staff ‘It Matters’ at Scott & White Healthcare”
Insidedge and Jack Morton Worldwide stepped in to help Scott & White establish an internal culture and corresponding employment brand “It Matters” to show how all employees, from grounds keepers to nursing staff, can make a difference. The campaign boosted employee engagement above the national industry average and increased Gallup scores for pride and commitment.
Every 18 months, CA Technologies hosts more than 4,000 IT management experts from around the world to share best practices and introduce new solutions.
The challenge: CA Technologies wanted their more than 14,000 employees to experience the excitement of CA World and to be aware of the important announcements and daily happenings occurring at the company’s most important sales and marketing event.
Our solution: At the past five CA Worlds in Las Vegas, the Insidedge team captured and produced daily video news segments and employee video blogs that reported on the action. The videos captured staff and attendee perspectives and were posted each evening to the company intranet site, providing employees the opportunity to feel the excitement and follow the events closely.
The results: CA World was a huge success and the employees were pleased at the quality and quantity of content captured and shared at the end of each day. “Through this content, we are able to bring the excitement and energy of our event back to the thousands of employees who could not be there in person, while informing them of our latest offerings in the IT marketplace – now that’s powerful!” said Tim Penn, Advisor, Employee Communications, CA Technologies.
Insidedge launched an ongoing training program at Covidien to include the skills and competencies of professional communicators across the company.
The challenge: Leadership at Covidien wanted their communicators to continuously improve to become best-in-class communicators. They identified eight skills and competencies, unique to the communications profession that must be mastered to be considered best-in-class.
Covidien engaged Insidedge to develop a training curriculum that would strengthen the skills and competencies of communicators, provide real-world activities and example, and tools that would support their ongoing improvement and growth.
Our solution: Insidedge developed a series of trainings, both in person and in webcasts, to build capability in each of the eight best-in-class areas of strategic thinking, knowledge of the function, knowledge of the business, creativity, collaboration, written communication, tactical implementation, and benchmarking.
The results: The successful program is ongoing at Covidien. Communicators are pleased with the hands-on approach of the sessions and feel better prepared to applying new concepts to their role according to a recent study. Now completing the first cycle of eight, we will be measuring the current state, benchmark against other organizations, and create the next cycle to target the needs of communicators within Covidien.
With an eye on the evolving social media landscape, the SOA asked Insidedge to develop a strategy and determine the best way to integrate social media into the organization’s overall communications. Social media was not new to the SOA but the question was, were the vehicles being used to their full potential? And how could they better connect and engage with members and candidates?
The challenge: Enhance and launch multiple social media tools
The results: The SOA LinkedIn Group now has 5,540 members; 64 percent more members than January 2011. The SOA Twitter account has attracted 898 followers since it launched in June 2011. The SOA Blog has 4,529 unique visitors, on track and 66 percent towards achieving our year-end goal of 6,827 visitors, a 15 percent increase in traffic from last year.
In 2008, MolsonCoors employees wanted to understand the value of being a single global brewer. But they had trouble connecting the dots across what was actually operating as a family of three distinct companies.
The challenge: Build a common sense of culture and alignment across three organizations with distinct legacy brands: Coors, Molson and Carling.
Our solution: We conducted a thorough communications audit and survey that revealed that employees desired a single rallying cry to unify the company. We helped create “Our Brew” as a single, consistent way to explain the company’s global strategy and brand position in a clear, simple and concise language we called “pub talk.” We armed and trained leaders to deliver the message, and asked employees to share their stories.
The results: Our Brew connected people around the world; employee engagement surged to 86% in 2009, where a score of 84 % is considered “high performing” according to Towers Perrin. The company’s goal was to reach 84% by 2012.
In the wake of a three-year business turnaround, significant reorganization, top executive changes and spin-off from Altria Group, Kraft Foods unveiled a new corporate brand, values and a higher purpose—make today delicious—in February of 2009. The corporate culture at Kraft Foods relied on a communications style that was inconsistent with its new brand. Kraft Foods leaders realized that in order to deliver on its new higher purpose, employees would need to communicate with a zest that matched its new flavorful brand.
The challenge: Help the Kraft Foods communications team set a tone for the rest of the company and reinvent the way Kraft Foods communicates—with each other and with others.
Our solution: We developed the “Communicating with Flavor” program, an initiative aimed at providing Kraft Foods communicators and other key employees with the training and resources to make today delicious through flavorful communication.
In less than five years, Scott & White grew from a humble, small-town hospital to a top-five health system employing 12,000 people and covering 250,000 square miles in the heart of Texas. The rapid growth left employees feeling the lack of a unified culture.
The challenge: Establish a sense of cohesion and “systemness” where none currently existed.
Our solution: Through focus groups and one-on-one interviews, we heard from more than one-third of staff, who told us what makes Scott & White unique. We molded those attributes into six Core Values that were introduced through stories of staff members at all levels – telling each other why their work matters. Through a visible, multi-dimensional effort, people across the system have connected with a common culture.
The results: Scott & White’s Gallup employee engagement scores have increased to 84 percent positive. They also applied the “It Matters” platform to key employment programs and policies, including new employee orientation, recruitment materials and performance evaluations.
Few things are more important to the success of an organization than its strategic plan. Unfortunately, for many employees, few things are more difficult to understand. And this seemed to be the case at Kaiser Permanente’s (KP) IT department.
The challenge: The IT department is an important business differentiator at KP, but research showed that while a majority of employees understood the department’s strategy, there was a significant opportunity to move those in the “negative” and “neutral” realms into having a better understanding of the overall strategy and realizing how it related to their roles.
Our solution: KP was facing the challenge of gaining employee support for the IT department’s strategic plan and Insidedge knew that clear and consistent communication was essential to gain such support. The goal of partnering with KP was to ensure employees could relate their jobs to the strategy and thereby understand and execute against the strategy. Insidedge developed the robust “Message Matters” communications workshop to arm supervisors and managers to be more effective at educating their employees about the department’s strategy and its relevance to their jobs.
The results: The Message Matters workshop was a big hit at KP IT and as a result of it, the employees have shown a much better understanding of and connection to their team’s strategy:
When leaders at Fluor received results of the 2010 employee engagement survey they were surprised by lower-than-expected scores. They realized that Fluor needed engaged employees to succeed in an increasingly competitive business environment and they recognized the link between communications and engagement.
The challenge: Evaluate the effectiveness of the company’s global internal communications content, processes and channels.
Our solution: Through interviews and focus groups with more than 300 employees, managers and leaders at Fluor and feedback from more than 3,240 employees via a survey about communications vehicles, we identified where communications was working well within Fluor and where there were opportunities for improvement.
The results: Our research helped inform the planning and content for a September 2011 meeting of the 700 top leaders at Fluor. As a result of our report and recommendations, Fluor is planning to develop a training program to enhance manager’s communications skills and making other changes in the way it communicates.
In 2006, The Dow Chemical Company announced its sustainability goals, including a commitment to achieve breakthroughs in the areas of sustainable water supplies, adequate food supplies, decent housing and personal health and safety by 2015. The goals became the foundation for Dow’s “Human Element” advertising and PR campaign, a key aspect of the company’s overall efforts to build its reputation. The campaign was centered on the concept that the missing element of the Periodic Table is the Human Element, which when applied to chemistry, can help solve the world’s most pressing problems. The company understood that the credibility and success of the Human Element campaign would depend in large part on active engagement from its employees around the world.
The challenge: Align employees with the new brand positioning, build employee pride and commitment to Dow and motivate employees to live the promise behind the Human Element.
Our solution: Working with Dow’s employee communications team, we designed an internal communications program featuring Dow employees – “I am the Human Element” – to educate Dow people about the Human Element campaign and the sustainability goals upon which it is built, as well as the importance of reputation in achieving Dow’s vision. The program has elevated employee pride by showing that everyone at Dow has the power to represent the Human Element in action each and every day.
The results: The “I am the Human Element” campaign was extremely successful and embraced by Dow employees:
In 2008, Dow prepared to acquire specialty chemicals company Rohm & Haas. However, due to financing issues associated with the worldwide financial crisis, Dow decided it wanted to withdraw from the deal. Litigation between the two companies ensued, was eventually settled and the acquisition was completed.
The challenge: Combine two companies that had been in contentious litigation into one company and one culture.
Our solution: Throughout the acquisition, we helped employees understand the benefits of the merge through manager and leader led communications and other tools, such as a new section on Dow’s intranet. Longer term, we featured legacy Rohm & Haas employees in Dow’s “I am the Human Element” storytelling campaign and engaged them in the Dow Live Earth Run for Water, a series of concerts and run/walks in 200 cities across 81 countries to raise awareness of the need for clean drinking water.
The results: Employees surveyed on Day 1 told us that communications were candid, gave them a clear sense of purpose and answered critical questions. Longer-term, 69 percent of heritage Rohm & Haas employees said the company’s sponsorship of the Dow Live Earth Run for Water – and their opportunities to participate – increased the pride they felt in working for Dow.
Following a separation from Tyco International, Covidien (formerly Tyco Healthcare) was born as a new company in June 2007 with $10 billion in sales and more than 43,000 employees in 57 countries. Built on a history of acquisitions and disparate brands and cultures, employees did not have a sense of who the company really was.
The challenge: Help employees feel part of a unified culture and believe in Covidien as a new and credible company in the healthcare industry that could win in the marketplace over multiple sub-brands.
Our solution: We listened and compared leaders’ goals to employees’ perceptions to create a compelling mission, vision and values for the new company. We equipped managers as key messengers. We used stories to illustrate “The power of us all,” a kinship that existed across divisions.
The results: Employees say the Covidien brand is strong, and they agree that the company has effectively and substantially moved beyond its legacy as a Tyco International sub-brand. After five years, Covidien is thriving in the marketplace, fueled by engaged and aligned employees.
Formed from three merged banks, Capital One Bank needed to rally its employees around a common purpose. Bank leaders developed a “destination statement;” however, employees had difficulty remembering and relating to it.
The challenge: Help employees understand Capital One’s business strategy and vision and their role in achieving them.
Our solution: Insidedge partnered with the bank to simplify the language the destination statement while highlighting the important concepts to tell a holistic story of the business.
The results: Employees now understand what’s expected of them as the face of the bank.
CA launched a new brand in 2005, as new leaders defined a new business strategy and direction for the troubled company.
The challenge: Build support for CEO John Swainson and his new leadership team while also rebranding the company and restoring customer confidence.
Our solution: Focus groups and leader interviews showed us that, while employees regretted losing their visionary founder, they were willing to give Swainson and his team a chance – if the leaders more visibly shared their vision for the future of the company. We used employee meetings, manager toolkits and a Swainson blog to connect the organization.
The results: Over six months, we saw double-digit increases in employee support for leadership, its vision and its communication.
Since 2007, Insidedge has partnered with the Society of Actuaries (SOA) to enhance SOA member and candidate communications and engagement. Our award-winning relationship is wide ranging and includes strategies in support of association best practice member communications vehicles, internal branding and social media engagement. And, in an effort to attract the next generation of actuaries to the profession, we initiated and sustained a North American university outreach campaign.
Since 2008, Insidedge has worked with Kraft Foods on numerous projects and initiatives, including IT communications, innovation, change management, travel, social media and sustainability. In 2009, we partnered with the Kraft Foods Corporate Affairs team to develop and deliver the award-winning “Communicating with Flavor” training program.
Insidedge partnered with global engineering, procurement, construction and maintenance giant Fluor in 2010 to conduct a communications audit to evaluate the effectiveness of the company’s employee communications processes and channels, and also gain a better understanding of employee attitudes toward Fluor’s leadership, the business strategy, and the culture (with special focus on recognition).
ExxonMobil suspected employee performance; safety and morale issues in its Torrance, California, refinery were tied to ineffective employee communication. The company also believed high leadership turnover and cultural integration issues left unresolved from the 1999 merger of Exxon and Mobil were contributing to problems. Starting in 2010, Insidedge worked with the refinery to examine the situation from a communication perspective and identify ways that better internal communication could assist in addressing problem areas and the need for a more engaged workforce.
Since 2009, Insidedge has worked with Kaiser Permanente to enhance communications with its employees. We’ve partnered with KP on a number of change management initiatives, developed an internal message platform and established and implemented a communications measurement program. We’ve trained more than 450 IT managers to be better communicators in highly interactive, in-person small group sessions.
Since its founding in 2007, Insidedge has been a partner of the Covidien team to launch its brand internally, build its strategic internal communications infrastructure and develop its intranet, the Pulse. Our ongoing collaboration has produced a best-in-class training program for communicators, change management and engagement programs for internal mergers, as well as introducing their new CEO to the organization through a dedicated launch plan.
Since 2005, Insidedge has worked with CA Technologies to help inform and engage its more than 16,000 employees worldwide. We partner with CA Technologies’ employee communications team to capture and produce daily video news segments and employee video blogs that report on the action at the company’s major customer and partner event, CA World. This process starts with a strategic foundation and evolves through a precise planning process, aligning the goals for content with the theme and purpose of the event.
Molson Coors employees in 2008 said they wanted to understand the value of being a single global brewer. But they had trouble connecting the dots across what was actually operating as a family of three distinct companies. Insidedge created the award-winning “Our Brew” campaign as a single, consistent way to explain the company’s global strategy and brand position in a clear, simple and concise language we called “pub talk.” Our program connected people around the world, and employee engagement surged to 86 percent in less than a year, well above expected goals.