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Edelman China’s Employee Engagement practice takes a closer look at how employee engagement fits into the
broader operating environment in China today, and examines the issues highlighted by their 2009 Employee
Engagement and Internal Communications China Survey.
Edelman China’s 2009 employee engagement and internal communications survey highlighted the increasing
importance multinationals are placing on strategic employee engagement in their China-based operations. Over 50
percent of companies had a dedicated, full-time internal communications resource, with almost 67 percent based
at a local level. Over 80 percent of companies are expecting to increase spending on internal communications and
employee engagement activities in the next year. This is chiefly because the timely realization of companies’
ambitious growth targets for the Chinese market is increasingly dependent on successful employee engagement,
specifically in terms of attraction and retention of talent and to meet the demands of business expansion.
Given this, it is not surprising that the primary objective behind employee engagement initiatives overwhelmingly
was to ensure employees understood
the company’s mission or vision. Team
building and creating the desired
internal culture within the organization
were also listed as important, as was
supporting corporate transformation
activities. Close to 100 percent of
respondents said that their senior
leadership was either involved or very
involved in employee engagement
activities, and they expected this
What channel do you use most frequently to communicate with employees? involvement to increase in the next 12
months since employee engagement is seen as a business priority for the organization in China. However, most
practitioners continue to follow a more traditional approach to internal communications, with email and the
intranet being the most frequently used vehicles, well ahead of in-person, or face-to-face, communication.
Of the challenges listed by the respondents, the lack of internal resources was most commonly listed as their
primary obstacle. As a result, over 75 percent of companies surveyed use external consultants for a number of
different reasons, including: to provide additional resources, bring an outside perspective to the company’s internal
programs, as well as for the benefit of structured methodologies and best practices.
Building brand equity begins inside with engaged employees because they are the most effective and sustainable
method known for building the brand, and they embody the brand and what it stands for. These are the people
who really do shape a brand’s evolution - for better or worse…..
We must filter our leadership’s messages from the abundant information employees receive, providing clarity,
relevance and focus. It is here that we as communicators have the greatest opportunity to provide value to our
organization’s culture.
While communication with external audiences will likely focus on the financial strength of the company, internal
communications must also address more personal and specific issues that relate to day-to-day operations.
Employees want to know ‘what does it mean for me?’ – Internal communications should focus on this.
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Edelman Shanghai - December
2009
7. Give managers and supervisors the resources they need
Direct reports play a critical role in the communications landscape, but they need information that helps them
speak knowledgably to their teams. Provide managers with “tool kits” to communicate information to staff. Put in
place ongoing channels for managers to pass on feedback to management and where they themselves can turn to
for support with dealing with employees’ questions and concerns.
“We’re always looking for
8. Measurement gets you a seat in the board-room
ways to continuously
Have mechanisms in place that will provide solid quantitative and qualitative improve our internal
data on the response to internal communications format and content. This engagement – we rely on
assists management to make better decisions moving forward, but also helps employees to bring our
you benchmark attitudes and measure responses to decisions and events. strategy to life, so this is
100% business critical.”
Metrics also help convince senior management of the benefit and impact of
Internal Communications
employee engagement initiatives. Director
In Summary
10 Action Imperatives
Communicating about sensitive information is not
1. Understand the key business & strategy goals, and
about spin or painting a rosy picture. Employees
reflect these in employee engagement programs
want to hear the truth about the future of their
2. Employees must hear news first from management –
not the newspaper or via office gossip company, pay, benefits and job. In today’s
3. Provide as much detail as possible - without over- economic environment business change is
promising inevitable and employees understand this.
4. Bad news is preferable to no news Companies need to develop internal
5. Duplicate communications to ensure key points are communications strategies for business change to
heard & understood (e.g. briefings & letters, team build a more informed and engaged workforce.
follow-up & bulletin boards)
6. Be consistent and honest in all communications December 2009, Employee Engagement Practice,
7. Avoid jargon and financial or corporate speak Edelman Shanghai
8. Be aware of cultural differences & nuances of language
9. Expect the unexpected – especially in personal
reactions & behaviours, and prepare managers
accordingly
10. See middle-managers as both an audience and a
conduit for information and messages.