RE-ENGINEERING

EMPLOYEE COMMUNICATIONS

JENNA ROWELL Honeywell Aerospace | MONICA LIN-MEYER Waggener Edstrom Worldwide

ADVANCED LEARNING INSTITUTE

Social Media for Internal Communications

April 17, 2012 (New York City)

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ABOUT HONEYWELL AEROSPACE

AEROSPACE FACTS • Headquartered in Phoenix, Ariz.

• 38,000 employees

• Nearly 100 manufacturing and service sites worldwide

• Revenue of $11.5 billion in 2011

EMPLOYEES

• PhD-level to high school educated

• Varying levels of English proficiency

• Large industrial base = thousands of factory floor, “offline” jobs

• Mix of union/non-union employees

STRENGTHS

• Global leader in the aviation industry

• Developing innovative safety products

• Driving modernization of global air traffic management

• Revolutionizing combat technology

• Committed to improving operational efficiencies

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LESSON #1

Define and Differentiate Value

• Identify your unique value proposition

• Define clear success metrics

• Develop service level agreements with your

key stakeholders – and stick to them!

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LESSON #2

Get Your Stakeholders On Board

• Market the change … heavily

• Focus on ROI they value

• Innovate at consumable levels

• Don’t assume that “they get it”

• Don’t shy away from difficult conversations

• Promote early wins to build confidence

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LESSON #3

Your Team Is Going Through Change Too

• Allow for the natural change cycle to occur in

your own function

• Treat your team like the stakeholders you support

• Stay focused on the end goal and executing toward it

• Educate your team on the role of the “new

communicator”

• Recognize that not everyone may “opt in”

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COMFORT

ZONE

ENDINGS

IN THE GAP

NEW

BEGINNINGS

LESSON #4

Accept That Change Takes Time

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LESSON #5

Leverage Social Media

EMPOWER EMPLOYEES TO:

• Generate content

• Distribute information

• Send and receive news real time

• Self-segment – form their own

teams and communities

• Find answers to their own questions

FOCUS YOUR LIMITED TIME

AND RESOURCES ON:

• Using the tool as a listening device

• Coaching “compelling voices” onto

the tool

• Promoting the tool

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LESSON #6

Start Small

• Begin by listening

• Don’t wait for perfection

• Enlist early adopters

• Distribute current content through new channels

• Use survey questions you already have as

conversation starters

• Form your own group, invite members, “facilitate”

them online

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LESSON #7

Get Your Leaders Out There

• Start with leaders whose personality

or “early adopter” traits lend

themselves to the tool

• Leader feeds lure employees with: • Authenticity (no ghost-writing here)

• Access

• Endorsement of the channel

• Unique perspectives (“the inside track”)

• Don’t define leaders by title alone

• Support leaders with ideas on what

they can post and who they can

follow, groups to join, etc.

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LESSON #8

Give People A Reason To Join In

• Make a channel the ONLY place certain

kinds of information will be posted

• Make it a benefit or perk

• Use the timeliness of it as a channel

differentiator (hear it here first)

• Help define some of the initial groups or

collaboration projects to register … then

promote, promote, promote!

• Start factoring social media channels into all

communications plans

• Encourage active users to invite others to join

the channel or a specific group

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LESSON #9

Get Your Legal Ducks In A Row

• Know your company culture

• Reflect that culture in your social media

guidelines or formal policies

• Advocate for the KISS approach

• Avoid legal requirements becoming a barrier

to entry

• Don’t avoid this aspect of it, but be

reasonable and advocate your position

• Be tenacious if guidelines or lack thereof are

bogging you down!

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LESSON #10

Find a Trusted Partner

THANK YOU

JENNA ROWELL Honeywell Aerospace | MONICA LIN-MEYER Waggener Edstrom Worldwide