internal communication program

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Rick Jones

RECOGNITION MATTERS

This is a strategic employee-recognition program

Planned and written for TriOcean Engineering ASRC Energy Services

It accompanies the newsletter “Recognition Matters”

Tri Ocean’s employees were thanked and recognized for their efforts after the company reduced its work force

I submitted this work sample to pass IABC’s* accreditation program

*IABC is the International Association of Business Communicators

Copyright 2015 by Susan Lee Blanchard

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TABLE OF CONTENTS

1. Description of the Organization (Tri Ocean Engineering) ........................ 3

2. Susan Blanchard’s Role .............................................................................. 3

3. Problem to be Solved ................................................................................. 3

4. Recognition Programs ............................................................................... 4

5. Employee Performance Goals and Objectives ......................................... 5

6. Target Groups of Employees ...................................................................... 5

7. Developing the Strategic Plan .................................................................... 6

Research ...................................................................................................... 6

Planning ....................................................................................................... 7

Communication Vehicles ............................................................................ 9

Timeline ...................................................................................................... 10

Budget ....................................................................................................... 11

Selling the Plan to Management .............................................................. 11

8. Implementing the Plan .............................................................................. 12

Key Messages to Target Groups .............................................................. 12

Workshop to Train Managers ................................................................... 13

Newsletter titled “Recognition Matters” .................................................. 14

Presentation of Research Results ........................................................... 14

“Recognition Matters” Information Booklet for Managers .................... 14

9. Evaluating the Plan’s Effectiveness (measuring the results) ............... 15

Objective 1 for Managers was Surpassed ............................................... 15

Objective 2 for Managers was Met ........................................................... 15

Highlights of the Survey Results .............................................................. 16

Objective 3 for Employees was Surpassed ............................................. 16

Lessons Learned ....................................................................................... 18

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INTRODUCTION

While working for TriOcean of ASRC Energy Services, I strategically planned a recognition

program that successfully lifted the spirits of employees when a recession hit and TriOcean reduced its

workforce by thousands of employees. What kind of program would motivate the down-in-the-dumps

employees who remained on the job after their colleagues had been laid off?

A recognition program for managers, team leaders and their deserving employees with the side

benefit of refreshing managers’ leadership knowledge.

Recognition from team leaders is the best recognition there is.

Studies show that employees want to be appreciated by their team leaders more than they want

cash bonuses.

Companies are starting to learn this lesson, since Walt Disney and Hallmark have used formal

and informal recognition as a reward to motivate employees through programs similar to mine.

Some of the most memorable, meaningful, words employees hear are genuine compliments and

positive encouragement. These can go a long way to inspiring the best performance. The trick is to give

honest praise when deserved.

Honest words of thanks and encouragement motivated the TriOcean employees who remained on

the job after management reduced its workforce during the 2006 recession.

1. DESCRIPTION OF THE ORGANIZATION (TRI OCEAN)

Tri Ocean Engineering had designed projects for oil and gas clients in the upstream, midstream,

and downstream sectors of the world petroleum industry for three decades. Its commitment to succeed,

and its history of domestic and international design work were impressive—until the global economic

recession of 2006.

That year, the price of a barrel of oil soared to over $70 and then fell back from that level in

subsequent months. Tri Ocean’s profits reached a record low.

While there were bound to be frequent fluctuations in the oil price caused by shifts in demand and

political crises in the Middle East, most experts predicted the trend line would be toward still higher oil

prices. However, in September 2006 oil prices fell to $60 a barrel.

At the time, Tri Ocean lost work from its largest client—Shell Canada. Later, Imperial Oil reeled

back its engineering projects and Tri Ocean reduced its workforce for the first time. By 2010, Tri Ocean

had leveled its workforce three times. Seven hundred employees lost their jobs.

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2. SUSAN BLANCHARD’S ROLE

Before the layoffs, Blanchard worked as a Technical Writer-Lead who oversaw marketing projects

and two technical writers and a designer.

Because she had many years of expertise in employee communications, she recommended an

innovative way of boosting employee morale through the following communications:

Personal (face-to-face) recognition. The manager personally thanks or congratulates an

employee for doing a good job when deserved.

Written recognition. The manager writes a personal note about good performance, gives the

employee a thank-you card, or recommends that the Communications unit recognize the employee in a

news story, a personality profile, in Tri Ocean’s new recognition newsletter.

Electronic recognition. The manager thanks the employee via email, text-message, voice-mail,

pager, or other electronic communications.

Public recognition. The manager commends the employee in a recognition ceremony, an annual

event called Awards Night, or in a staff or town-hall meeting, depending on the type of recognition the

employee prefers.

Positive gossip. The manager says positive things about an employee to his or her co-workers

with the underlying presumption that this indirect praise will get back to the employee.

3. PROBLEM TO BE SOLVED

After the layoffs, Tri Ocean’s remaining 323 employees wore gloomy expressions and seemed

crestfallen about the loss of their fellow workers. Blanchard’s employee workplace survey showed that

managers and employees alike were worried about further job loss and gloomy about the company’s

prospects.

Then in one town-hall meeting Tri Ocean’s Chief Executive Officer (CEO) overheard a group of

engineers say, “We never get a word of thanks.” And in staff meetings, employees lacked their usual

enthusiasm about tackling new projects.

To deal with the underlying gloom that pervaded the culture, Blanchard was tasked to research,

plan, implement, and evaluate a new morale-boosting program for the employees and managers of Tri

Ocean Engineering.

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In the past, Tri Ocean’s only way of recognizing employees had been through years-of-service

awards, pay increases, and flextime. Blanchard wanted to build on these incentives to show employees

that Tri Ocean managers really cared about employees’ efforts.

Blanchard began by surveying employees to:

Determine how to support Tri Ocean’s new performance objectives to motivate and

recognize employees

Find out how employees like to be recognized for doing good work

4. RECOGNITION PROGRAMS

Recognition and rewards fall into two categories: “formal” and “informal.” Formal rewards tend

to be planned, structured programs that continue for years, such as years-of-service awards and cash

bonuses. Informal rewards are just-in-time forms of appreciation for good work and specific behaviors.

Informal rewards acknowledge valuable suggestions, project milestones, a closed business deal, or

successes ranging from a finished project to graduation from a degree program.

5. EMPLOYEE PERFORMANCE GOALS & OBJECTIVES

After losing hundreds of employees, Tri Ocean’s management team looked over Blanchard’s

communications plan and made it a priority to recognize and try to motivate existing workers.

To support this new direction, Blanchard set three objectives with specific metrics:

1. Eighty percent of managers will understand their role in increasing employee recognition

over the next three months (September to December 2006).

2. Sixty percent of managers will enact some form of recognition for employees by the end of

February 2007.

3. Increase from 20 to 40 percent the number of employees who state on the employee

appreciation questionnaire that they feel more appreciated by their managers (in December

2007).

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6. TARGET GROUPS

Managers charged with managing and coaching employees. As team leaders managers were

in the categories of “Seasoned Recruits” and “Senior Recruits.” Seasoned Recruits (managers) were the

15 percent of employees who had been with Tri Ocean for six to 10 years. They worked in senior-level

roles and had greater autonomy and decision-making authority than other employees.

Senior Recruits were the remaining 10 percent of employees who had been with Tri Ocean for

more than 10 years. When Blanchard conducted her study for this project, most of these individuals

were near retirement and worked in senior-level or managerial roles.

Regular employees: Regular employees were called “New Recruits” and “Experienced

Recruits.”

New Recruits were the 55 percent of employees who had been employed for less than two years.

Typically, New Recruits were recent college or university graduates whose average age was 23 to 31

years. They had little work experience and entered Tri Ocean’s training programs for entry-level

workers.

New Recruits included experienced employees from other companies and English-speaking

university graduates from other countries. Studies showed that New Recruits, the younger employees,

appreciated recognition more than Experienced Recruits.

Experienced Recruits (the slightly older employees) made up 20 percent of all employees

employed for three to five years. Some of these individuals entered Tri Ocean’s training program at the

start of their TriOcean careers. They typically managed projects with great autonomy.

Demographics:

In 2006, more than 75 percent of Tri Ocean’s employees worked in cross-functional teams

organized around client projects.

Males comprised 68 percent of Tri Ocean’s workforce.

Average age: 31

Education levels: 7% have a master’s degree, 38% have bachelor’s degree, 22% have a

college diploma, and 22% have little or no formal education.

Ethnicity and nationality: 46% were born outside Canada

Average years manager has worked in current position: 6 years

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To ensure the appreciation program took hold, Tri Ocean’s CEO asked all managers to attend a

one-day recognition workshop outlining Blanchard’s new program. He shared the news that Blanchard

would wrap up her employee workplace survey and host a workshop on the topic of recognition on three

occasions during work hours, so all managers could attend.

The CEO championed the project by sending every manager an email invitation, asking him or her

to join him at the workshop.

7. DEVELOPING THE STRATEGIC PLAN

Research

Shortly after Blanchard was hired, her immediate task was to conduct upfront research—to assess

through in-depth interviews and questionnaires how managers typically recognize their employees. In

the interviews, she wanted to know how managers would feel about recognizing their workers through a

new recognition program. Her second task was to survey employees to learn about Tri Ocean’s existing

recognition practices—she wanted to know which types of personal recognition employees most prefer.

Employee Research

According to the questionnaire results, employees said that Tri Ocean Engineering workers

preferred personalized, instant appreciation from their direct managers more than any other kind of

recognition. As many as 92 percent of employees reported that it was somewhat (31%), very (27%), or

extremely important (34%) for their managers to recognize them when they do good work. The

questionnaire asked employees to rate the way in which they want to be recognized:

Personal (face-to-face) recognition. The manager personally thanks or congratulates an

employee for doing a good job.

Written recognition. The manager writes a personal note about good performance, gives the

employee a thank-you card, or commends the employee in a news story for Tri Ocean’s recognition

newsletter.

Electronic recognition. The manager thanks the employee via email, text-message, voice-mail,

pager, or other form of electronic communications.

Public recognition. The manager commends an employee in a recognition ceremony, staff

meeting, or town-hall meeting.

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Positive gossip. The manager says positive things about an employee. For example, he or she

might say something nice about an employee to his or her co-workers with the underlying presumption

that this indirect praise will get back to the employee.

Employees also indicated how they wanted the recognition. In Blanchard’s questionnaire, they

indicated it was “extremely important,” “very important,” and “somewhat important” that:

My manager involves me when making decisions

My manager asks for my opinions or ideas

My manager lets me know when I am doing a good job

Personally thanks me for doing good work

Management Research

Blanchard learned there was a large discrepancy between the amount of recognition that managers

reported giving employees compared to the amount of recognition employees reported receiving. For

example, Blanchard asked managers to rank on a scale of 1 to 5 (1 = never, 5 = always) the following

statement: “I let my employees know when they’re doing a good job.” Managers said they “always”

recognized employees. However, many employees indicated that managers “never” recognize them.

Planning

Blanchard’s work involved:

1. Writing, conducting, tabulating, and analyzing the research

2. Writing research reports about the findings

3. Planning and outlining the new employee-recognition program for Tri Ocean’s managers, and

“selling” her ideas to Human Resources for the program

4. Writing an information booklet describing the ways to recognize employees

5. Implementing a workshop for managers to introduce them to Tri Ocean’s new employee

recognition practices

6. Developing and issuing a quarterly newsletter titled “Recognition Matters” to inform

managers and employees about Tri Ocean’s recognition practices

7. Evaluating the recognition program through employee surveys and through meetings with

managers to assess the effectiveness and practical application of the program

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To get managers’ buy-in, Blanchard asked them to participate in the workshop and become directly

involved in hosting it. After the workshop, she asked managers to inform employees of the good work

and behaviors they can exhibit to earn recognition.

Three Recognition Levels

The levels of recognition were as follows: Level 1 rewards were informal forms of recognition

such as saying thank-you and sharing positive gossip. For every three informal rewards there was a more

official recognition or a Level 2 reward.

Level 2 rewards included tangible gifts such as movie or hockey tickets (up to a value of $100).

Level 3 rewards included an article in the employee newsletter, public praise at a company meeting,

and a monetary reward of $200.

All managers were asked to forgive and support employees when they make minor mistakes, and

to involve employees in decision-making and idea generation. Because of the importance of

communicating these forms of recognition, Blanchard suggested that the verbal or email recognition be

delivered before offering money or movie tickets.

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Communication Vehicles or Tools

Communication Vehicles Target Audience Purpose Frequency

Indepth interviews and

research report presented to managers.

Managers Learn about their recognition

practices. Determine their

readiness and willingness for

a recognition program.

Did this once before the

program was planned

Surveys (questionnaires) Managers and employees

(different surveys for each

group)

Learn about managers’

recognition practices and

about employees’ recognition

needs.

Once before the program was

planned and again at the

end of the program.

PowerPoint presentation to present

research findings to each group

separately.

Managers Outline results from

in-depth interviews and

surveys.

Presented after summing up

the research results.

Workshop

Managers

Educate managers about

the power of appreciation and

how the new program worked.

Offer one workshop three

times to educate all

managers on Tri Ocean’s

new recognition program.

The workshop would become

an annual event.

Recognition information booklet

Managers Provide guidelines on how to

recognize employees.

Offered with the workshop

and emailed to managers.

Newsletter (Recognition Matters) Regular employees

and managers

- Introduce recognition

program.

- Recognize employees by

profiling their success in

news stories.

- Communicate TriOcean’s

recognition practices and

guidelines.

Issued four times a year with

Tri Ocean’s regular employee

newsletter.

Survey managers and employees

separately.

Managers and employees See how the new recognition

program is working.

See if it meets its objectives.

Once

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Timeline

Date Tool Audience Purpose

Last two weeks, August

Analyze the problem.

Human Resources

To determine my role and begin my work.

September

Research. Conducted in-depth interviews and surveys (questionnaires). Write research reports.

Managers Determine if managers are ready and willing to implement a recognition program. Find out if they feel it’s their job to recognize employees. Learn about their existing recognition and communication efforts.

Survey (questionnaire).

Employees Determine if employees feel supported and recognized. Learn of their desired forms of recognition, both formal and informal.

October Present research findings in meetings to the two audiences.

One presentation to managers One presentation to employees

Present research results.

Newsletter for employees and managers.

Primary: employees Secondary: managers

Roll-out new program. Educate regular employees about the power of appreciation and then recognize them.

November Recruit a group of managers to help facilitate workshop.

Eight managers helped with the workshop.

Elicit their recommendations, buy-in, and assistance.

Host workshop in November and again in December.

Managers Host workshop to reach first objective.

December Host workshop a final time for those who missed the earlier two workshops.

Managers

Educate managers on how to recognize employees.

Write another issue of recognition newsletter.

Primary target: employees.

Educate employees about the appreciation program.

Two months later Return to Tri Ocean to speak with and survey managers.

Group meeting with Managers

To see how program is working for them. Learn if they are practicing appreciation techniques and answer their questions about the program.

A year later Return to Tri Ocean to survey employees to determine if 40% feel more recognized.

Employees and managers

Recommend improvements to recognition program to meet the needs of all audiences better. Brief face-to-face meeting with HR.

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Budget

Human Resources indicated there would be a small budget for creative collateral. As a result, Tri

Ocean incurred only a printing and design fee for the two newsletters that Blanchard wrote and designed.

A cost of $115 was budgeted to provide a catered lunch on the days of the workshops.

BUDGET FOR A PRINTED NEWSLETTER

Amount budgeted: $6,500 Planned Costs Printing and Design

Actual Costs

Amount over/ under budget

Recognition Matters (Winter 2006) $300 $300 0

Recognition Matters (Spring 2006) $300 $300 0

Workshops (catered lunch) $400 $300 $448

TOTALS $1000 budget

$900 Costs

$50 under budget

Selling the Plan to Management

To sell her plan to management, Blanchard explained the program’s implementation strategy. She

built a groundswell of support for the program by indicating how recognition programs have been

effective in other organizations and explaining the results of her research suggesting that employees

want feedback from their managers.

Blanchard’s indepth interview guide for manager answered the following questions

1. How does Tri Ocean retain key employees?

2. What behaviors do you want the employees to adopt?

In her face-to-face presentation to the Human Resources manager, Blanchard explained the

timeline and communication plan for the program step-by-step. She wanted to ensure that the manager

had the opportunity to hear how the program would work, especially the how and when to recognize an

employee.

After the presentation, Blanchard was eager for feedback of any kind. She invited the managers to

ask questions, play Devil’s advocate, and suggest innovative ways of implementing the program.

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8. IMPLEMENTING THE PLAN

Blanchard was at the helm of the work, steering it according to plan. Fortunately, she was able to

navigate with HR’s trust.

Because she was adept at conducting research, planning, and writing, Blanchard avoided the high

costs of hiring a market research firm. Of the few challenges she faced, the one most disconcerting was

the problem of researching and rolling out the program in four months.

After the employees and managers presented the recognition program in workshops, Blanchard

encouraged managers to recognize employees face-to-face. Some of the managers felt uncomfortable

giving compliments. However, Blanchard did not expect the glitch she encountered with one reluctant

manager during the workshop.

The manager in question, “Hillard,” found it easier to give criticism than compliments. He had let

trouble in his department percolate for too long. At work, he saw his employees as a collection of

problems rather than as a group of young engineers who were learning and maneuvering learning curves.

Hillard had quietly voiced his fears about the recognition program to Blanchard during the

workshop, and Blanchard had promised to meet with him a day later. Before the meeting, Blanchard

gathered evidence that clearly showed the effectiveness of recognition and rewards, and of managers

delivering them face-to-face to employees. Hilliard looked at Blanchard’s evidence, he admitted that he

felt uncomfortable complimenting employees, noting that this behavior felt “strange.”

However, by hearing Blanchard’s words on how to support employees verbally, by scripting his

own words, and by role-playing with Blanchard, Bill eventually developed a communication skill that

would increase his ability to support and recognize his employees.

Key messages

Blanchard communicated these key messages in the recognition workshop:

Key messages for managers:

“Recognition matters.” This message became the title of Tri Ocean’s recognition program and

any communication collateral associated with it

“At Tri Ocean, we stick up for our employees.” This message was needed to show the extent

of management’s support for employees.

“You get the best effort from others by building a fire within them.”

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Key messages for employees:

“Recognition matters”

“Hard work, good ideas, and results are rewarded”

“At Tri Ocean, we stick up for our employees”

Workshop to Train Managers

The full-day workshop was the primary tool for communicating the key messages and the

recognition program to managers. Blanchard offered a one-day workshop on three separate occasions so

that she could include every manager, and she achieved that goal, thanks to Tri Ocean’s CEO who urged

the company’s managers to attend. The workshop included the following elements:

1. An introduction by the CEO who shared his excitement about the appreciation program and

briefly identified Tri Ocean Engineering’s performance goals for employees

2. Words of thanks to the managers in attendance

3. Next, the CEO and a few managers presented the 18 ways that managers can recognize

employees most effectively

4. The Human Resources manager demonstrated ways to recognize employees face-to-face, in

writing, electronically, publicly, and through positive gossip. She role-played with Blanchard as

she demonstrated how to compliment employees for good behavior or work

5. A group exercise in which managers shared their own techniques for recognizing and supervising

employees effectively

6. A brief explanation of the types of recognition Tri Ocean employees said they prefer in the

survey

7. A group discussion on which behaviors, ideas, and actions deserve recognition

8. The Human Resources manager presented the three recognition levels and the rules for issuing

the formal and informal recognition

9. Next, managers paired up and recognized one another to demonstrate how to recognize someone

verbally.

10. A workshop evaluation that called for feedback on both the workshop and the recognition

program.

After the workshop, Blanchard surveyed and then met with the managers in a group to talk about

how the recognition program was working for them.

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Newsletter titled Recognition Matters

The newsletter was a tool that focused on Tri Ocean’s new recognition practices in the following

ways:

1. Articles featuring employees who have been recognized for significant achievements

2. Stories about Tri Ocean’s recognition program and how it works

3. Key messages

4. Case studies of written, face-to-face, electronic, and public forms of communication

5. Events for recognizing employees—awards ceremonies and company anniversary celebrations

6. Ideas for other reward programs—such as the “Reward Your Client program”

7. Requests for employees to nominate colleagues for recognition

Presentation of Research Results

Blanchard developed a research report to explain the results of the her indepth interviewing, a

qualitative form of research. She presented the report in a PowerPoint presentation to the managers, and

she presented the results of the employee survey in a PowerPoint presentation to employees.

“Recognition Matters” Booklet

Blanchard disseminated the information booklet at the workshop and later emailed an electronic

copy to each manager. It describes all of Tri Ocean’s recognition practices and outlines the actions

managers need to take to recognize employees. For example, the booklet urges managers to recognize

employees who reach strategic goals, deliver exceptional customer service, work hard, and show a

positive attitude.

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9. EVALUATING THE PLAN’S EFFECTIVENESS

Objective 1 for Managers was Surpassed

Blanchard’s first objective was to help 80 percent of managers understand their role in increasing

employee recognition at Tri Ocean. This objective was surpassed. All 26 managers attended the one-

day workshop offered on three occasions, and this meant that 100 percent of managers had learned their

role in recognizing employees.

Up to 17 managers attended the first workshop (offered November 16, 2006) and gave positive

workshop evaluations. The most common responses on the workshop evaluation form were “good,”

“very good,” or “excellent,” when managers rated their knowledge of Tri Ocean’s recognition program.

The workshop alone helped managers understand how to recognize employees, but the information

booklet, indepth interviews, and survey results added to their depth of knowledge.

A side benefit: over time Managers got better at supporting and thanking their employees.

Objective 2 for Managers was Met

Tri Ocean surpassed the objective of getting 60 percent of the 26 managers to enact some form of

recognition for employees by the end of February.

As indicated in the summary of survey highlights below, 69 percent of managers indicated they

frequently praise employees face-to-face. Another 73 percent of managers indicated they spend more

time with their employees. Overall, 69 percent of the managers surveyed indicated they had enacted

some form of recognition for employees. Blanchard’s objective of getting 60 percent of the managers to

recognize their employees was surpassed by nine percent.

Highlights of Survey Results Recognition activity

Managers noted the frequency of each activity below, and the importance they attached to it when recognizing their employees

Frequency ranges from:

1) always 2) frequently 3) occasionally 4) seldom 5) never

Importance ranges from: 1) extremely important 2) very important 3) somewhat important 4) not very important 5) unimportant

Recognition Most common response Most common response Please read across

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Employee is given verbal thanks or praise

Frequently (69%)

Extremely important (77%)

Employee is praised via email

Frequently (62%)

Very important (73%)

Employee is given $25 and informal recognition (thanks and positive feedback)

Occasionally (58%)

Somewhat important (65%)

Employee is given a choice of assignments

Occasionally (46%)


Employee is given increased job autonomy

Occasionally (42%)


Employee is given more authority

Occasionally (56%)


Manager spends more time with employee

Frequently (73%)


The workshop to educate managers about the program had to be relaunched every three years, so

that new hires would learn about the three recognition reward levels and continue to support their

employees, even when the employees were busy and faced tight deadlines.

Managers were accountable for making the recognition program a success, and they learned not to

wait until performance appraisal to appraise an employee’s performance.

Objective 3 for Regular Employees was Surpassed

The goal for employees was to increase from 20 to 40 percent the number of employees who state

on the employee questionnaire that they feel appreciated by their managers. Blanchard’s research

findings confirmed that more than 49 percent, not just 40 percent, of the employees felt recognized for a

job well done. While monetary compensation was important to Tri Ocean employees, the activities that

really motivated them to perform are listed in the highlights below.

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Lessons Learned

If Blanchard were to implement the program again, she would:

Highlights of Survey Results

Recognition activity Employees noted the frequency and Important of each form of recognition

Frequency ranges from: 1. always 2. frequently 3. occasionally 4. seldom 5. never

Importance ranges from: 1. extremely important 2. very important 3. somewhat important 4. not very important 5. unimportant

Recognition Most common response Most common response

My manager gives me the information that I need to do my job.

Frequently (67%)


My manager involves me when making decisions.

Sometimes (55%)


My manager asks me for my opinion or ideas.

Occasionally (49%)


My manager lets me know when I’m doing a good job.

Occasionally (73%)


My manager personally thanks me for doing good work.

Occasionally (51%)


My manager recognizes me verbally.

Occasionally (52%)


My manager gives me a choice of assignments.

Occasionally (43%)


My manager spends time with me.

Occasionally (58%)

Somewhat important (62%%)

My manager lets me leave work when essential.

Occasionally (73%)


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Host the workshop in two off-site, half-day sessions rather than in one full-day presentation. The

post-event evaluation indicated that managers wanted to leave the full-day event to answer phone

calls and text messages.

Even though Tri Ocean’s CEO and VPs were sold on the concept of recognizing employees, they

needed mid-level managers get implementing the program. To do this, senior-level managers

needed to raise the topic of the program in meetings with the mid-level managers.

WORK SAMPLES AVAILABLE

Communication for Employees

1. Recognition Matters, Tri Ocean’s newsletter for employees, winter edition.

2. PowerPoint presentation of survey results to employees. These were presented and emailed to

employees

Communication for Managers

1. Blanchard’s research report on indepth interviews with managers

2. PowerPoint presentation of survey results to managers

3. Blanchard’s survey results from the workshop

4. The information booklet that was handed to managers at the workshop and emailed to them

5. The PowerPoint presentation that Blanchard and the managers developed for the full-day

workshop.

internal communication program

Leadership & Management