Pnplyee Communication 61

CHAPTER
EMPLOYEE
COMMUNICATION
9

In recent years, businesses have experienced significant changes due to several factors,
such as technology advancement, fierce competition, internalization and globalization as well
as the changing needs of consumers. These factors have forced the firms to concentrate on
managing their business competitively whereby one of the strategies is to achieve excellence
through corporate communications. The employee communication function is one of the
fastest growing management disciplines. In line with this, employee communication serves as
one of the most important or primary functions of corporate communications. It may occur at
four different layers within the organization, namely, higher managerial levels (line
management), team-mate, project mate as well as internal corporate communication.
Regardless of its importance in a business environment, particularly in the area of human
resources management, employee communication still has not earned special treatment
in the organization. Internal communicators, for example, are stilltreated as "poor relations"
of the communications world. Special privilege is still iven to external customers over
employees, where communication activity with customers takes a greater share of most
companies' communications budgets. Similarly, an integrated communication mix which
involves advertising, media relations, sponsorship and government and investor relations
usually has a high profile within any large organization and each of these areas is allocated
both a high budget and a high degree of management time. This situation almost overlooks
the main asset of the organization, namely, its employees. Obviously, this is not a good
practice, as managing internal customers is regarded as a necessary function too, even
though it is hardly high priority.

1. SOURCES OF EMPLOYEE COMMUNICATIONS

There are two major sources of communication :
a) Formal Sources
The formal sources of employee communications include:
i) Organization's human resources management : This source is responsible for
disseminating information and news about the organization. It covers a wide array of
communications which includes staff meetings, intranet, workplace blogs,
suggestion boxes and newsletters. It is crucial for human resources management to
consistently manage the functions of internal communications.
i) Organization's public relations (PR) system : This channel plays a major role in
directing the employees' perception of the organization's business policies and social
values. The PR system has the capability to project a particular image and emotional
tone through their advertising messages.
62
Relations
Coporate Communication S Public
b) Informal
The
Sources
informal sources of internal communications covers :
TY.B.M.S) (Sem
i)
Co-workers or
supervisors: The co-workers and supervisors play an
in shaping- viainternal
workers Communications. Information that is transmitted
accurately thaninteraction or observation - may reflect organizational
the messages transmitted through formal sources.
imretalporhriotiughetasnt more
ro
co
ii)
Organization'of s culture : An andorganization's
standards
culture comprises a set of
expectations that assist in values, norms
dissemination behaviour, common

howmessathgeey
.to members about what goals they should pursue and
should behave to reach those
iii) goals.
Leadership and
management : Compelling leaders are capable in
understanding about an organization's values and vision and are able to
Tor achieving the companv's vision and mission among the subordinates. develshareopingplanan
a

EMPLOYEE
COMMUNICATIONS
(Directed at Employees)

INFORMAL
FORMAL Inflence of Co-workers
Human Resource Management Inflence of corporate culture
Public Relations System Inflence of leader/managers

2. ORGANZING EMPLOYEE COMMUNICATIONS

Unlike external communication, organizations often fail to
plan their
communications. In other words, employee communication is usually employee
arbitrarily and
incompletely planned or if planned only in reaction to specific events (downsizing for
example). However, effective employee communication needs to be organized, not only
deal with to
specific issues, but [Link] long-term well-being of the organization.
1. Taking a Close Look at the Organization
The first step is the same as for an external
communication. One must start by
good hard look at one's organization. The following is a list of questions that onetaking
a
should
answer to start with:
What are organization's mission and goals?
What is organization's structure? e.g., people in management team vis a vis number
of staff, full-time/part-time, boar of directors and their relations to the organization.
Who makes up the organization? e.g., the age, gender and cultural diversity of the
staff.
What characterizes the organizational culture and internal communication?
What communication tools are used within the organization? This would help in
identifying potential tools that are missing or that are underused for some reason but
which may have the potential to address a need.
e What are the internal communication needs?
 63
Eryleyee Communication
Developing aStrategy the
and will inform all
Theinformation uncovered in the section should strategy. The
decisions that one needs to make with previous
regard to the different sections of
following are the necessary steps in this process: the
to look like in
Determining
future?
the goal. e.g., What one wants the organization

measurable, close attention

Defining objectives. As and
objectives in themorepresent employee communication.
could be paid to the shortcomings are specific

ii) ldentifying key be'Staff inputin management

decisions and
messages. e.g., a key message couldimportant.'
does not
This messageback their
organization direction is valued andencourage staff
need to be explicitly stated to staff, rather to send
comments and concerns.
iv) Defining audience. e.g.,accurate description of employees.
telephone, regular
v) ldentifying tools and tactics. Instruments like email, newsletters, for the
post should be cross-checked to make sure that it is appropriate not an
email is
characteristics of the given audience before deciding the tactics. e.g.,
appropriate tool for an organization whose staff/volunteers have no or iregua
access to the internet. Meanwhile. face-to-face staff meetings are obviously not go
to work for staff who are not based in a central office.
but rather a
Atactic is not a general statement of something that needs to be done., board
e.g., 'Share
specific action that Someone can take to achieve a particular aim. board decisions at
decisions with staff is NOT atactic - 'provide an overview of
monthly staff meeting' is a tactic.
what and when?
vi) Developing an implementation plan. e.g., who is going to do
vii) Finalizing the strategy. Putting together the information collected in the previous
steps to complete the strategy.
3. Measuring the Effectiveness and Impact
but that
One may have completed and implemented employee communication strategy, organization or
does not mean that work is done and one can file strateay away. As with any
communication strategy, an employee communication strategy requires continual evaluation
andup-dates. This can be done in following phases :
monitored. This
i) Implementation : The implementation of the strategy should be
meansmaking sure that tactics are being implemented on time and as planned, and
making any adjustments necessary to achieve this.
ii) Evaluation : It must be regularly evaluated to see if it is actually helping in achieve
objectives and overall goal. This can be done informally, such as through general
observations and casual conversations, or formally such as through a staff survey and
discussion groups. In any case, an annual evaluation process should be implemented
to determine the progress being made towards the goal.
Updation : Following the evaluation process is the updating phase. If problems are
ii) identified in the strategy, it would require updation. This may mean modifying the
tactics being used or developing new objectives.
iv) Review : Again, while changes can be made throughout the year, a formal review
process should be completed on a yearly basis to ensure that the strategy evolves to
meet the current needs of the organization.
Soon enough, the results, including improved worker performance, engagement and
retention. will speak for themselves. But to ensure change takes place, management needs to
the same.
participate and inspire the whole staff to do
 64
Public Relations
3. Corporate Communication &
ROLE OF MANAGEMENT IN EMPLOYEE COMMUNICATIONS (T.Y.B.M.S) (Sem.
Employee function which solely
management.
individual communi
Rather, it catacts
io ns is no longer seen as acommunication pollution
as a tool for reducing in vol
toves media
the underst
audience
management.
andin
capacity g. withHence,
the
it creates another
often uncontrollable torrent of
information tries toenhanc
level of challenge where it
from devolmervege
1.
Regular Communication Practices
Great nmanagers don't just tellemployees
employees what's expected of them and leave
instead, they frequently talk about their responsibilities and
it at
that
with
don't save those critical conversations for once-a-year performance reviews.
Engaged
progress. They
and employees come forward to say to
their managers to help
priorities
for their performance goals. They also say to their managers to hold them set
them work
treated fairlyperformance. To accountability means that all
or held to the these standards, which allows those with superior
employees,
emplaccount
o ableareto
yees
shine. sanme
Managers should find ways to communicate regularly without making performance
it
particularly if you
through regular have younger employees who find routines difficult. can This
can tbeediodone
us,
staff meetings. Online social media sites and email alerts be
like to get updates via text messages on their used. They
can ask employees if they would
Getting routine
snagging a new communications - such as sales figures -in addition to "breaking" news like
client, helps employees feel engaged with the company as a whole
smartphones
understand how their roles fit with the company's mission. and
Managers must understand what employees :
COULD KNOW
Relatively unimportant or office gossip
SHOULD KNOW
Essential but desirable organizational information
MUST KNOW
Key job-specific job information
Therefore, it is crucial for the manager to understand and classify the level of employees
knowledge accordingly so that a suitable employee communication strategy could be properly
implemented. These three categories contribute to the challenges in communications
management.
2. Soliciting Feedback
Find ways to solicit feedback from employees. This facilitates two-way communication
and lets employees know their ideas are important. For managers, it gives them an
opportunity to gain new ideas, as well as insight into employees' jobs. For example, while one
employee may be responding to incoming complaints per comparny policy, another employee
may actually have a solution to the problem causing the compBaints, such as a product
modification, but can't get anyone with authority to listen to her. A feedback system can
eliminate this problem.
3. Listen
Listening is as much acommunication skillas speaking or writing. As a manager, ensure
that when you set aside time for employees, you also set aside telephone calls, glancing at
email notifications, or other intrusions. Let the employee speak without interrupting, even if
vou know you are going to disagree with his position or you have personal biases. The better
VOur reputation as a good listener, the more comfortable employees will be about
Enpleee Communication 65

communicating,
brewing Remember that not be aware O
problems until they without this Communication, you mav
become more difficult and costly to manage.
Lead by Example
most organizations, employees follow leadership?'s example. To create change,
executives, directors, and managers must be the champions of knowledge sharing.
transparerncy, and worker engagement. Employees need to know that their managers are
credibleand will follow through on what they say. Management can establish credibility by
promising only what they can deliver; admitting when they re Wrong; never taking credit for an
ideathat came from an employee; and never denigrating an employee or their ideas,
particularlyin front of others.
Dedicated personnel may give advice and direction, such as employee communications
managerS. But senior executives, department directors, and team mnanagers need to back
This has to be a
them up.
collaborative
Managers also need to be mindful effort.
of their Communication styles and aware that their
non-verbal signals - everything from how they stand to their facial expressions - indicates an
openness and willingness to
communicate.
l4. STEPS IN IMPLEMENTING AN EFFECTIVE EMPLOYEE COMMUNICATIONS
PROGRAM

Steps for implementing an effective employee communication prograrm are described.

1. Communicate up and Down
When high-level managers isolate themselves physically and psychologically trom ien
employee, effective communication cannot happen. Communicating up and down b
reopening communication lines from senior management down to the front-liners of the m
which are key driving force that leads a firm to success and lower employee turnover.
Acompany should also communicate downwards instead of only upwards, to tne
management, to keep the employees informed, what is going on the company. Additionaly
managers should tale the time to listen to employees' thoughts and concerns.
2. Make time for Face-To-Face Meetings
Regular meetings, of the senior management with employee groups, ensure iat
employees have access to the management. In these regular meetings the management can
share company results with the employees and progress on key initiatives as well as
demonstrate responsiveness to emplovee feedback. Efect of such meetings is that the
employees go back to work ready to contribute to the organization's success.
3. Communicate Online
The technology of company intranets in the late 90s provided a new channel through
which companies could reach their employees quickly and broadly with important news on
events and key management initiatives. The intranets also serve as interactive platforms where
employees can rally together and share their views on company programs and activities that
contribute to building trust.
Another way to stay in contact is over the internet. A company could for example offer an
online platform to exchange thoughts, ideas, concerns, as well as information and feedback.
However one has to be careful that employees are not overloaded by information, as they
receive a lot of e-mails every day and may not be able to decide which subject is important
and which not.
4. Create Employee-Oriented Publications
Another way of sharing information is through the print medium. Examples are monthly
newsletters or magazines. This is a channel that can be used for employees with no email
access.
 Communication &Public Relations (T.Y.B.M.S)
Corporate
the comnpany (Sem the
materials
Apointthat will be able to communicate withensure
of consideration for companyis to
that
the employees
nublication proide.
and make them feel that
are part of firm's success. Like any other publication, a strong communication is required tha
is creative enough to get the attention of the audience who are sophisticated Consumers, Th.
tone of the publications should also be realistic as many employees will see through th,
propaganda than a genuine communication.
distrust anything that seems more like a
5.
Communicate Visually
Due to most employees' preference of visual media, a company should Consider t
companies can produce
communicate multimedia the head Big
presentations.
Magazines" forviaemployees.
web casts or Webcasts from quarters could also be used t
communicate the message. Visual communication need not be high tech. It is a question Nides
what will work for the firm and the employees.
6. Focus on
Internal Branding
Just as branding campaigns aimn to create an emotional tie, in the same sense
connection should be created with the employees. Internal branding builds up the morale and
engages employees with their jobs.
Most of the time, internal branding campaign should be happening simultaneously with
the external employees may be understanding the
brand promisecommunications.
or key services, Though
until they believe it they may not be able to carry it out company's
excellently.
7. Consider the Company Grapevine
Communication does not only occur over formal channels, in fact most of the
communication is informal talkina. An organization should take into consideration most of
the employees think that it is through the grapevine they get word of major corporate
changes. In this distribution of messages (mostly negative) happen much faster.
If employees do not receive complete or timely information fromn their employers, they
will have no choice but to rely on such informal sources to fill in the gaps. The stronger the
sense of trust, commitment and engagement, lesser the employees will resort to the
grapevine.

5. BENEFITS OF GOOD EMPLOYEE COMMUNICATIONS

Benefits to Employees
The benefits to employees are virtually self-evident.
1. Clarity of purpose
Communication permits clarity of purpose. The critical question many employees ask is,
"Why am I here?" Every organization encounters both planned and unplanned change. The
ability to navigate change successfully is linked directly to whether employees know their
expectations and understand their connection to the company and its goals.
2. Employee motivation
Communication enhances employee motivation and dedication to the company. Talking
reqularly with employees lets them know they are a valued part of the team. If one can
demonstrate to staff that it depends on their input, they will assume ownership of the
company's goals and eventual success.
3. Teamwork
Communication fosters teamwork. Staff from various departments mnay feel they have
competing work objectives. A Company-wide mandate can be communicated so that all team
members share the same ultimate goal. Tnen, they can be encouraged to communicate witn
one another to ensure that all energies focus on that goal.
 67
Ernployee Communication
Benefits to Company
Productive staffinput information the
Communication inspires productive staff input. Consider the wealth of
feedback has the
staff may be privy to that company is not currently. Any bit of
potentialto make a huge collecting
difference in company's's bottom line.
Demonstrates integrity Staff
leaders.
Communication demonstrates integrity and honesty about managers as negative
who sense that
perceptions. information
is being keptwithfrom
In fact, not communicating staffthem will fill
is a sure
the blanks with
wayinto breed mistrust. One will
never be able to prevent rumours altogether, but one can minimize them with an open
information policy.
3. Better customner service
Communication enables better customer service, Only informed staff will be abie
ponvey accurate intormation to customers.
Goodwill
4.
Communication spreads the qood name of. and qoodwill towards the company wnc
may help in recruiting future employees. It usually generates positive community suppot to
the company as a lot of employees live in the local community.
5. Better quality of working experience
Communication generates a better auality of working experience which leads to
increased productivity, fewer quality control problems, lower absenteeism, greater customel
satisfaction and more recommendations and referrals. Conversely poor employee
communications leads to poor motivation, boredom and an increase in quality-control
problems, absenteeism etc.
Case Study
Panic-Inducing Rumour Mill
According to Ashman Razaruddin, president of advertising/PR agency Eastnova Inc,
there were months when rumours circulated at a Selangor-based technology company that
layoffs were approaching due to the poor state of the econony. When the management
heard the rumours, it made no announcements to communicate to employees that this was
just gossip. In turn, a number of employees began job searching and took new positions
with competitors. The rumoured lay-offs never happened but the company lost several good
employees as a result.
Read the case and answer the following questions:
1. What is the management's biggest mistake?
2. What could be the solution to the problem?
3. What channel do you think will be suitable for the management in this case to
disseminate information to the staff?

REVIEW QUESTIONS
1. What are the different sources of employee communications?
2. How can employee communications be organized?
3. What is the role of management in employee communications?
4. What steps can be implemented in achieving an effective employee communications
program?
). What are the benefits of good employee communications?
 6
Cisis Communication

CHAPTER
CRISIS
10 COMMUNICATION

Crises happen everywhere, especially in workplaces where there is a high degree of

interaction, and where the levels of communication are intensive and complex. Crises impose
problems to the organization; in particular, crises can tarnish its image and reputation.
However, if the organization handles and responds to a crisis well, this could bring glory to the
organization.
Communication is the key! It plays a great responsibility in the examination of
management. The role of
organizational crises in line with the development of traditional crisis
communication in disseminating risk mitigation information can be depicted as:

Give warning
Limit harm:
Communicate with various
agencies:
provide clarification of
cause: and
Respond 10 accusation of
wrongdoing

process of
communication is a concept that gives particular attention to the the
Crisis management team to the needful persons for
exchanging information from the crisis happening.
helping them in crisis or simply to prevent the crisis from dissemination of
purpose of and
defined as "the collection, processing
Crisis communication can be crisis situation" (Coombs and Holladay). Crisis
addressing a crisis among an
information required for flow of information during a
Communication is also defined as "the government, law enforcement and the ageneral
media, the
Organization, its employees, the
public" (Roos). by a special a
communication is a process of intormation gathering
divided into three
In general, crisis for decision-making
purposes. It can be
team
Crisis communication
categories :
70 Coporate Communication &Public Relations ([Link].S.))(Sem.-y
1. Pre-Crisis : Pre-crisis communications involves how an organization communicates
with various audiences to establish a positive image and credibility, so that when a
crises comes perception of the organization is easier to mold in the organization's
favor.
Organizations must operate under the assumption that a crisis will hit the
organization. Once this realization is understood organizations can proactively
implement plans and strategies before a crises, which can help when a crises
inevitably strikes the organization
2. In-Crisis : Once the public is aware of a crisis affecting an organization the
organization must do something about the negative image it will most likely suffer. It
should send across messages to repair the image.
3. Post-Crisis: The primary focus of p0st crisis communications IS on ensuring the
Organization follows up with kev publics to further establish a positive relationship.

1 IMPACT OF CRISIS
In any organization the impact of crisis on organizational performance cannot be
overemphasized, it affects everything that the organization stands for. Acrisis, regardless of its
type or magnitude, has the potential to cause catastrophic or irreparable damage to
organizations and individuals, such as loss of human lives and significant financial losses. A
crisis not only affects a system as a whole but also has a threatening effect on its basis
assumptions, its subjective sense of self, its existential core.
Human and Social
The potential for loss of human life is the most severe outcomes of organizational crises.
While the potential for physical injury is welldocumented, the mental or emotional effects of
crises on individuals are often overlooked.
Employees involved in a crisis can suffer severe trauma, stress, depression, withdrawal
from social interaction, inability to concentrate, fear, anxiety and sleeplessness. Stress on
individuals may originate from at least three sources :
i) the nature of the crisis and their action or inaction duty event
) their lack of experience in dealing with such events, leading to feelings of uncertainty
about appropriate responses, and
i) the expectations placed upon them by the various stakeholders to reestablish control,
safety and confidence in the organization.
The ability of individuals to deal with stressful situation varies. The emotional
consequences off crisis can appear at any time during the crisis and may continue well after
the situation has resolved.
Financial
A crisis threatens to disrupt an organization's operations and poses a financial threat. It
can harm stakeholders financially. A wide array of stakeholders are adversely affected by a
crísis including community members, employees, customers, suppliers and
stockholders.
Amongst these employees suffer most. The direct effect is the fall in the employee numbers.
Many times they suffer cuts in profit sharing, bonuses and also in their reqular monthly
income. They have to perform under greater pressure which worsens the work-place
atmosphere. Besides this, the promotion prospects also dims.
Tarnishing of Corporate Reputation
Crises threaten to damage reputations because a crisis gives
people reasons to think
badlyof the organization. The news media and the internet play a critical role A crisis inflicts
some reputational damage - reputational capital is lost.
 71
tvorable prior (pre-crisis)
during a Crisis An
post-crisis otganization reputation is a buffer against the reputational capital lost
with a more
reputation because it has more favorable prior reputation wll still haveoraanization
a stronger
with unfavorable or
an
reputational
organization suffers neutral prior reputation, As capital
a result, a
to spend than an
reputation means
Administrathve
less and rebounds more quickly. favorable prior
Tackling crisis issues places
reason effectlvely. Crisis exceedinaly
decisions are difficult denands on decision-makers ability to
uncertainty.
complexity and conflict. Dealingwicked
with
problems" with characteristics such as
time creates the stress that isoften these types of issues under the pressure of
ln periods of high
stress,
associated with large scale crises.
intellectual decision makers make more errors and suffer from impaired
[Link] of
become preoccupied with the
this is due to the fact that
doing a crisis decision makers
attemptto rapidly solve the potential for loss and may seek premature closure. In an
issues,
prior experience than on available decision-makers become cognitively rigid and rely more
Technology information to make decisions.
Organizations are becoming more dependent on high technology. Computers, advanced
medical equipment,
transportation systems and rapid communication
of technologies used in everyday business. These technologies systerns art examples
and systerms are now so
complicated that it is difficult to
failures.
anticipate all of the possible interactions and inevitable
Failures of these systems can have severe consequences for an
disruption of normal business. Crisis that could organization, incluag
affect and organization's technological
dimension include natural disasters, such as the flooding off a
sabotage of equipment or unpredicted mechanical breakdowns. computer room, employee
External Impacts
There could be crisis on people and communities external to the organization. For
example Union Carbide chemical leak in Bhopal, India. Situations like these not only
contaminate the physical environment, they also contribute to the death of a significant
number of people and destroy wild life. In addition, these crises also had a negative impact on
other social systems, such as the political and economic interactions between countries. The
physical effects as well as the social impacts of these situations undoubtedly is felt by
subsequent [Link]
Loss of Trust and Confidence
The uncertainty of a crisis produces stress for stakeholders. To cope with this
psychological stress, stakeholders need information about what had just happened.
Furthermore, stakeholders want to know what is being done to protect them from similar
crises in the future - what corrective actions are being taken. Corrective actions reassure
stakeholders that they are safe thereby reducing their psychological stress.

|2. ROLE OF COMMINICATION IN CRISIS

Communicating in a crisis is different. In a serious crisis, all affected people take in
informationdifferently, process information differently, and act on information differently. As a
leader, you need to know that the way you normally communicate with your community may
not be effective during and after it suffers a crisis.
 Corporate Communication & Public Relations ([Link].M.S.) (Sem.
72

Five communication Failures

"just
pick one" of
people don't want to
Mixed messages from multiple experts : In a crisis,one follow.
many messages, they want the best one or the right to from your
Information released late : If the
something that is answerable and you won't
public expects
provide anoranswer
it direct them organization
to someone who can,
on
unscrupulous or fraudulent opportunists.
they will be open to being taken advantage of by conclusion you did by sharing with
the same
Paternalistic attitudes help the public to reach
them what you learned
Not countering rumorstoandreachmyths
that conclusion.
in real timne : For example, what if a rumor starts that
your system to monitor what is being said by
there isn't enough drugs for everyone? What is information?
the public and the media? What is your systemto react to false
Public power struggles and confusion : Sometimes there may be a powerarestruggle Over
tothemake
thing is to sure these workedpeopleout
jurisdictions or other issues.
quickly and confidentially. It's The important
naturally disconcerting public to think that the

responsible for helping them are not getting along.

communication leadership in organizations
Cisis management is all about facilitating examination of organizational crises in line
Communication plays a great responsibility in the
with the development of traditional crisis management.
1. Website
of your current web site to address crisis
De prepared to use a unique web site or part the crisis or designate a
Concerns. An organization may create a separate web site for sites is a best practice for
Section of its current web site for the crisis. Having a crisis web
using an Internet during a crisis.
team to anticipate
The site should be designed prior to the crisis. This requires the crisisneeded for the weh
information
the types of crises an organization will face and the types of
Site. For instances, any organization that makes consumer goods is likely to have a product
harm crisis that will require a recall. A crisis web site designed to help people identify if ther
product is part of the recall and how the recall will be handled.
2. Internet
any
Be prepared to use the Internet as one of the channels for reaching employees and
other stakeholders. Stakeholders, includingthe news media, will turn to the Internet during a
crisis.
Crisis managers should utilize some form of web-based response or risk appearing to be
ineffective. A good example is Taco Bell's E. coli outbreak in 2006. The company was
criticized in the media for being slow to place crisis-related information on its web site.
Of course not placing information on the web site can be strategic. An organization may
not want to publicize the crisis by placing information about it on the web site. This assumes
the crisis is very small and that stakeholders are unlikely to hear about it from another source.
In today's traditional and online media environment, that is a misguided if not dangerous
assumption. Aweb site is another means for an organization to present its side of the story
and not using it creates a risk of losing how the crisis story is told.
3. Intranet
Intranet sites can also be used during a crisis. Intranet sites limit access, typically to
employees only though some will include suppliers and customers. Intranet sites provide
direct access to specific stakeholders so long as those stakeholders have access to the
Intranet.
Dowling's (2003) research documents the value of American Airlines' use of its Intranet
system as an effective way to communicate with its employees following the 9/11 tragedy.
Coombs (2007a) notes that the communication value of an Intranet site is increased when
 Communication
73
USedin conjunction with
keystakeholders. mass notification svstems designed to reach employees and other
4 Mass Notification
Be prepared to
stakeholders during autilize a mass notification
numbers,e-mail, etc.)are crisis. With a mass system for reaching employees and other key
Contacts can be
Customers, and
programmed notification
any group that
in prior to a system, contact information (phones
crisis.
can be affected by the crisis including employees,
messages intothe community
system thenmembers living near afacility. Crisis managers can enter short
messages and which tell the mass
system provides a
channel or channels tonotification
use for the
system who should receive which
feature is critical when mechanismfor people to delivery. The mass notification
message.
crisis managers want respond to messages as well. The response
to verity that the target has received the

3.
GUIDELINES FOR HANDLING
CRISIS
Respect the Role of the Media
The media are not the
enemy; they have direct access to the audiences you need to
reach. Rather than avoiding media, use
Prepare a statement that includes the
them as a conduit to communicate key messages.
confirmed facts; communicate what the company is
doing and provide background information.

Tips for handling media in crisis

DOs
DON'Ts
e Prepare for interviews
Speculate about circumstances
Develop key messages and facts about the facts Tell a reporter what you know
incident and steps taken so far and commit to disclosing more as you
Anticipate questions journalists will ask. learn the facts
Have answers and keep them short " Repeat loaded words like "crisis" or
" Respect deadlines "devastating"
Provide written information " Make "off the record" statements.
" Be positive but show empathy for those Anything you say can be used by the
media
affected by the crisis
" Use jargon
" Ask a journalist to clarify something you
don't understand " Say "no comment" to something you
are not very sure about. Tell what you
Correct misinformation know
. make yourself accessible " Lose your temper
" Try to stop a journalist fro writing a
story
2. Communicate, Communicate, Communicate
The first rule of crisis management is to communicate. Early hours are critical and they
set the tone for the duration of the crisis. The media's first questions are likely to be simple
and predictable :
" What happened?
" Where?
" When did you know of the problem?
O.Y. B.M.S. - Corporate Communication & Public Relations (Sem. - V)
 Communication &Public Relations (1.Y.B.M.S)
74
"What are you doing about it?
Corporate
(Sem.
Who's to blame?
" Were there warning signs? compensated?
protected or when you
Be
How life or property
explain who iswillinvolved
as forthright as
and whatbe is beina you
tell what
doneknow
to and
fix the became aware
situation, Be sure to correr
of
misinformation promptBy whenpossible;
it emerges. For example, when Pepsi-Cola hear first repon
of syringes being found in soft drink bottles in 1993 which turned out to be hoaxes
launched a broad communicaions offensiveto reassure consumers. Tacticsincluded medi
releases, third-party
relations and
and consumerinterviews,
Remaininghotlines.
Company open houses,
vide0 news
silent or appearing removed, perhaps on the advice of legal counsel, tends
enrage the public and other stakeholders. Abalanced communications strategy must h
endorsemen
developed that protects corporate liability while satisfying the demands of today's informatio

and media dynamic. as the public may be, they are usually inclined to give an organization the
As demanding
benefit of the doubt in the early hours of a crisis. They judge acompany and its leaders not b
which they recognize is often beyond the control of those individuals
the incident itself
but by their response.
3. Take Responsibility
One of the more controversial tenets of crisis management is that someone involved in a
crisis must be prepared to empathize, even publicly apologize, for the events that have-
transpired. This is different from accepting blame. Taking responsibility means-
the media and
communicating what an organization is doing to remedy a situation that
public have determined involve that organization in some way.
4. Centralize Information
A company needs to move quickly to gain control over
information and the resohutio
the crisis. Ensure that appropriate levels of management are updated with information from
WIde variety of sources (media coverage, analyst comments, competitive intelligence
managers' first-hand reports, etc.).
5. Establish a Crisis Team
Create and train the crisis team before a crisis strikes, and establish a situation room
During a crisis, when everyone goes into action, be sure the team has access to the highes
levels of management.
6. "Plan for the Worst; Hope for the Best"
Assume the worst-case scenario. Develop contingencies for the hours and days ahead
forecast possible consequences and determine plans of action.
7. Communicate with Employees
Rermember that employees are your front-line "ambassadors" in a crisis. Be sure they at
aware of what the company is doing to deal with the situation.
8. Third Parties

Use third parties to speak on your behalf. Third parties act as character witnesses an
often carry more credibility than the organization at the centre of a crisis.
9. Ise Research to Determine Responses
Polling, market research and focus groups provide essential insiaht into the magnitude
a crisis and public attitudes about where hidden issues may lie. Monitor the
Internet, ci
rooms and blogs.
 Communication 75

Create a Website
Kclrcumstances warrant, create a website to give quick, up-to-the-minute information
andgetthe company's story out.

TRUST BUILDING
4.
Trust appears to be an important element in managing Crisis communication, The notion
trust provides a basic
awareness of why management can be
of crisisfor public trust as it is the lifeline for an
sUcCessful or unsuccessful. This is especially true communication
organization''ssurvival.
Companies should consider a broad range of potential communication initiatives to
restoretrusttand loyalty.
Empathy andCaring
Empathy and caring should be expressed within the frst 30 seconds, Acknowledge Tedl,
pain,suffering, and uncertainty. For example, following a recall of millions of cases of beer
that may have contained a few bottles tainted with caustic cleaning material, a major
brewery
ads in newspapers rectified and
ran across Canada, assuring consumers the problem was
offering them coupons redeemable for afree beer.
2. Competence and Expertise
Fducation, position title, or organizational roles and missions are quick ways to indicate
expertise. Another useful means is to have established a relationship with your audiences in
advance of the enmergency. If that is not possible, have a third party, who has the confidence
of the audience, express his or her confidence in you or your organization.
3. Honesty and Openness
This does not mean releasing information prematurely, but it does mean facing the
realities of the situation and responding accordingly. It means not being paternalistic in your
communication but, instead, participatory -giving people choices and enough information to
make appropriate decisions. For example, a major appliance company weathered controversy
following the closure of amanufacturing facility that saw hundreds lose their jobs. The
Company ran a major public relations and advertising campaian to remind customers that it
continued to have an active presence in the country, and was here for the long haul.
4. Commitment
State up front what your organization's objective is in this emergency response, and
commit to reaching that objective. Show dedication by sharing in the sacrifices and
discomforts of the emergency. Don't fake hardship for the cameras.
5. Accountability
Be as transparent as possible. If government or non-profit money is being spent in the
response to adisaster, sooner or later the public and media will demand to know to whom
that money or resources are being distributed.

CASE STUDY
On April 13, 2009, the Domino's Piza corporate office received a notice from
|[Link] that it had just posted a video to its site that Domino's should knowabout.
In the video, two Domino's store employees were seen joking around as they contaminated
laustomer food orders with unsanitary stunts such as sticking cheese up their noses before
adding it to a customer's sandwich.
Within imited time, the video popularized and gained viral publicity with more than half a
milion views and the major news media covering the event. Most of the discussions took
place on Twitter.