Aligning employees on key organizational messages can be done using many channels such as webcasts, e-mail and chats.  Call them ‘huddles’ or ‘open houses’ or ‘town halls’, face-to-face communication is known to be the best format to engage employees. Although getting all staff at one venue can be an expensive and unmanageable process at times. How can employee-leadership face-to-face interactions be effectively conducted? What must internal communicators be aware of while implementing such engagements?
Here are 5 key themes to consider.
Connection: To begin, you need a strong reason to connect with your employees. There are often many questions on their minds and not every question may be relevant for face-to-face conversations. Attention spans are on the wane and unless you link your interactions to a specific topic which appeals to employees you may not get wholehearted participation. There is also a lot to think of as you plan your interactions. Will the interactions be held at a specific location and periodically? Do you plan to have all or some of your leaders convey the messages? Do you want to invite questions in advance or keep a free-flowing format? It is important to give your employees sufficient notice on the sessions and make it accessible for all. Depending on how your businesses are structured or how the workplace is designed you can hold your interactions at spaces which don’t disturb employees’ everyday work.
Climate:  The timing of these face-to-face interactions matter. Leaders must get in front of employees when they are most receptive to your messages.  Employees need to have the mind-space to actively engage. It is important to be in front of your employees during times of large changes such as mergers, restructures, leadership movements and crises. Of course, meeting employees face-to-face needn’t be only about change – leaders need to also make time for recognitions and celebrate important occasions and successes.
Content: How you deliver in terms of content is as important as what you deliver. Give sufficient notice to employees on what they can expect during the interactions and how they can engage. Host a calendar on your intranet and explain how they can make the most of the opportunities to know the business context and their role in the organization’s future. Prep your leaders on the content they must address. If possible organize ‘dry’ runs. Structure the content to include sufficient time for Q&A. If you have a presentation to share, the leader’s interaction mustn’t be scripted or else it will appear staged. Provide messages that all leaders need to share consistently.  An inspiring video interspersed during the presentation can add depth to the interaction. Often internal communicators are asked to keep business interactions ‘light’ by including entertainment/talent programs. De-linking the two pieces can provide better focus during the conversations.
Culture: Modify your approach based on your organization’s culture. If you have a rigid and hierarchical culture there is little chance of employees having open and transparent conversations. However, if employees do notice that leaders are accessible and respond with respect they will be keener to participate. On the other hand if you have a pulse of how your employees think you can consider involving them early in the process so that they feel comfortable with the interactions. Remember to circle back on suggestions that employees shared. If your leaders are unable to make progress with a specific suggestion it is important to communicate the reasons and the alternate solutions offered. It is fine for leaders to not know the answers to all questions as long as they are open to responding when they get the information sought by employees.
Consistent: Brand your interactions so that employees get to see consistent messages through your ‘surround’ communication. Empanel an informal group of employees to share feedback on the sessions. Report an update from every session with information on participation and themes which emerge from the interactions. Also capture feedback via online surveys to gauge the value of the interactions and the potential actions employees will take based on the messages shared.  Review the questions for insights that can support future communication. Record a couple of interactions on video. These can also come in handy for your post session communication and for future interactions.
Although face-to-face interactions are time consuming and expect a lot from leaders they are rewarding and help build trust – a crucial competent of engagement.
What has been your experience with managing face-to-face employee conversations? Please share them here.
