After implementing a targeted plan for increasing brand awareness externally, and a targeted recruitment campaign, we then developed, launched and implemented an internal branding campaign, designed to engage employees with the HLB brand and assist our firms’ overall employee engagement strategies. The campaign, called ‘Team HLB’, assists each member firm with employee engagement initiatives, and the key messages are extensions of the key messages used in the recruitment campaign and the external brand awareness campaign, and centre around teamwork and great people delivering great results.
We needed an internal communications tool to better communicate and collaborate across the Association. So, our latest internal communication initiative, and possibly the most radical ever for our organisation, was to implement an Enterprise Social Network. If you are unfamiliar with these, they are basically an internal social media platform, designed to increase communication and collaboration across an organisation. They use the best bits of Facebook, LinkedIn and Twitter – all designed for internal use.
Enterprise Social Network
We were seeking a system to enable collaboration and open communication across the Association. Because of our structure of independent member firms, we needed something to enable member firms, mostly our national divisional and industry groups, to converse more effectively and efficiently. We would like to see an increase in conversations and knowledge sharing at all levels of the Association, breaking down the traditional barriers of geography.
One of the Association’s major goals is:
“Fostering Improved Collegiality & Knowledge Sharing”
We decided that an Enterprise Social Network could help us do this.
We have bought and implemented tibbr www.tibbr.com
The main drivers of the project are to increase internal collaboration and communication between national divisional (service lines) and industry groups. The partners in these groups currently liaise via telephone conferences and email. Any documents are shared via email. No communication formally occurs between staff at lower levels. As a result, communication is disjointed.
Through an Enterprise Social Network, we want to accelerate innovation and spread of ideas, break down geographic and time barriers – speeding up communication information flow, and fostering improved collegiality and knowledge sharing. It’s also for increased visibility of our leaders, mostly our Association Chairman and the Executive Committee.
We have seen some really positive results in the first stages of our rollout.