Will HSBC be smart enough to invest in all of its comms people, and not just the external ones, at this time when they can do the most good? I hope so. Those I know are excellent practitioners. Here's what a top internal comms team can do at a time like this.
ONE: Keep morale up, and people working. Major redundancy programmes are one of the most toxic things you can throw at big corporate productivity. They usually take ages to complete and proceed in a cloud of secrecy, causing employees to spend more time worrying about their jobs than what they need to do to help. It doesn't have to be this way. Internal comms strategists involved at board level can shape messages that resonate with the employees ... both those leaving, and those who remain. They can shift the focus from bitterness and rancour towards executives to understanding and a battle mentality. The enemy, after all, is never the execs making the cuts. Its market forces and competition. When communication works, the people who leave understand why they had to go, and the people who stay have a renewed commitment to fight for the future of their company. And their jobs. The difference in productivity is vast.
TWO: Coach and support line managers. Fight or flight instinct usually kicks in when we have to make people redundant. It's the worst task most managers will ever undertake, and few are emotionally prepared or naturally skilled enough at communications to do it well. The fighters get combative and cast blame, the fliers are brusque and quick. (Layoff by e-mail, anyone?) Neither is appropriate. Line managers making redundancies have to communicate a strong message clearly and sensitively, take plenty of time to listen, and be ready to provide emotional support if it's needed. Then they need to emerge to rally the survivors. A strong internal comms team will provide the message packs, presentation materials and support documents to help them. At the best company I've worked with in this area, we led coaching sessions and took the part of the redundant employees in role playing so managers had some practice before they went into the tough meetings.
THREE: Sanity-check external messages. People forget this one too often, keeping internal comms teams in their own little silo as marketing and PR handle the external stuff. But the employee comms people can be better than either of those groups at making sure sensitive messages are credible and compelling. The best of them play an almost ambassadorial role, occupying a relatively neutral ground between management and employees. They have to understand and be able to speak for either side to create the communications that work for both. With the freedom to speak the truth, they can bring the tough criticism of the front lines to bear. If crisis messaging resonates with the workforce, it's usually credible with other audiences.
I admit a personal involvement here ... I'm an HSBC Premier customer. After frustrating exepriences with other banks in both the United States and England, they were the best I've found. In five years, I've never had cause to complain, and every interaction has been helpful. I hope for my sake, and for all the employees who've helped me over the years, that the company manages this well.
