1. Identify the different channels of communication (face-to-face, electronic, events, etc.), used in the CLS employee communication program and the messages that seemed intended in the different programs. How did you think the channels meshed with the intended messages?

Case study: Communicating with an Organization of Achievement Addicts

Situational Analysis

One of the founding principles of Carmichael Lynch Spong (CLS) is to attract like-minded achievement addicts who desire to produce their career-base work. In its 16-year history, this public relations firm has prided itself on delivering not only great service to its clients but exceptional recruiting and internal communication programs that keep its "achievement addict" employees engaged and challenged.

In 2007, the agency faced new opportunities and challenges while continuing its employee communication efforts. It was the first full year that the agency had a communications specialist dedicated to handling all internal and external communications regarding the agency and its people. This allowed the firm to strengthen internal communication programs instead of relegating the job to an account person whose first priority was client service. In January 2007, the firm left its 17-year home and moved to a new downtown Minneapolis location, which initiated a new, forward-looking brand identity. The fi rms' nine-year director of talent made a lifestyle change and left the agency in June 2007. A new HR director was hired several months later, allowing her to take a fresh look at attracting new talent and the current professional development programs.

Research

CLS examined competitors' public relations firm orientation/training, professional development, and incentive programs as a benchmark for itself. Its annual client audit highlighted CLS strengths such as counseling and project management skills and areas in need of improvement. The agency reviewed industry retention surveys, information on employee incentive programs, PR industry publications containing information about professional development, and why clients hire and fi re their agencies. CLS assessed its business goals, income growth, and staffing needs. The findings indicated that the agency needed to continue to attract and retain talented achievement addicts while offering tools to produce career-best work, and continue building on the success of current professional development and training programs, while also giving the programs some fresh elements.

Planning

CLS had three objectives: (1) increase staff satisfaction by developing/ refreshing eight programs that focus on the areas indicated by employee and client surveys; (2) create training programs that encourage 95 percent participation; and (3) attract 10 new talented staff members by using the professional development and communications programs as a recruiting tool. The target audiences of its employee communications program included 45 CLS staff in Minneapolis, New York, Denver, and San Francisco; candidates for employment, including mid-career transfers, recruits from other PR firms and companies, and entry-level practitioners; and professional contacts and friends of Carmichael Lynch Spong staff.

The strategies for its program started with refreshing the proprietary orientation and training program to share the agency culture and feed the need for professional growth and development. CLS sought to recognize, reward, and reinforce outstanding achievement and teamwork in a fun, unexpected way. It also planned to develop and implement internal communication initiatives to better build the agency's culture and success.

Execution of the Three Strategies

Strategy #1: Refresh the proprietary orientation and training program to share the Agency culture and feed the need for professional growth and development

Head Start

Head Start was a "mind altering channel for professional development" that provided $2,500 per employee for professional dues, memberships, conferences, and continuing education. The program allowed employees and supervisors to identify career goals, discuss the latest performance review, and identify areas for growthall resulting in an annual work plan that has executed against the available Head Start funding and opportunities. Employees earned points for the various activities and professional development programs they attended. More than 10 Head Start programs were offered in 2007, including new brown-bag sessions about social media and marketing to women, among others. Staffers attended off-site conferences, seminars, and college programs. They and their supervisors evaluated Head Start participation and results at year-end. Those who successfully completed their programs were recognized at an internal commencement.

New Agency Training (NAT)

CLS recognized the need to revamp materials given to new staff members. The NAT committee designed a new "Welcome to Carmichael Lynch Spong" package, a customized directory of the agency's professional services, a "how-to" on the CLS way, and nine customized programs to train employees on the department within the firm. New employees received orientation sessions during their first eight weeks of employment.

The firm's supervisors were encouraged to take part in quarterly supervisor training programs, including coaching, performance appraisals, and leadership and interviewing skills. In 2007, CLS restructured performance management to better align with its strategic business goals.

The internal communication program provided a boot camp for junior and mid-level staff to learn business development skills through a four-week training program. Attendees learned about the business development process and did final presentations to the leadership team who "awarded" the best business proposal. In 2007, four teams went head-to-head competing for the business of a pseudo financial services prospect. The leadership team gave a small cash prize to the groups that provided the most usable ideas for the firm.

Strategy #2: Recognize, reward, and reinforce outstanding achievement and teamwork in a fun, unexpected way

CLS launched a Going to Extremes (GTE) employee recognition program to express appreciation for a co-worker who went above and beyond the call of duty. Employees were given 20 chips, a piggy bank, and a reference guide explaining the various rewards levels. Chips could be "cashed in" for gift cards from a retailer of choice. A "Big Chip" program took the employee recognition program one step further. The Big Chip sought to recognize one Spongster each month who embodied the spirit of an "achievement addict." The Big Chip was worth five times the value of the Going to Extremes chip. CLS also gave $50 as a spot bonus award for specific effort beyond the usual scope of the employee's normal responsibilities.

Strategy #3: Develop and implement internal communication initiatives to build the agency's culture and success

CLS launched a new quarterly internal newsletter to celebrate employees' good work with their peers and families. "Spong Nation," named through a staff competition and distributed to staff and their families, included a note from the firm's president, employee-submitted bragging rights about loved ones, interesting client work, recent hires and promotions, new business wins, and employee honors inside and outside of work.

CLS refreshed its identity as part of its cross-town move. The firm's creative department developed a new diagonal design in two-tone green and incorporated it into its business systems, the Web site, and internal and external materials. In January 2007, as part of its new identity, the firm launched a new internal blog. Employees actively posted interesting industry-related news and engaged in two-way communication in the social media realm with their peers. As part of the new identity kick-off, the firm chose to recognize employees' wedding anniversaries with an endearing hand-drawn illustration by the firm's art director, depicting the anniversary couple's characteristics and favorite pastimes.

With all fast-paced agency life, the agency president held a weekly Friday morning meeting where staff learned about the latest business initiative and client projects. A recapping of the meeting was posted on the CLS internal blog following the meeting. To keep a sense of fun, a "Weenie Award" was also given to the person who did the goofiest thing that week. A more in-depth monthly all-staff meeting was also held for Spongsters. Annually, the president held an all-staff meeting in which all Spong "Brains Across America" staffers flew in to celebrate the past year and discussed the coming year's business plans and priorities. In 2007, a team of Spongsters across all experience levels planned and facilitated nearly the entire meeting.

CLS believed that it had a deep-rooted vibrant culture. To reinforce it, new staffers creatively presented the company's mission statement at each Friday staff meeting. At Thanksgiving there was a "Gobble Off" contest in which employees competed for the "Original Gobble" and "Extra Crispy Gooble" for prizes. During the December holidays, the agency adopted a family in need, collected Toys for Tots, and held a coat drive, chili feed, and a gift exchange. On St. Patrick's Day, the agency held a talent show, the "O-Gong Show." In the summer, the agency had a "Roofgating" celebration on the new building's rooftop patio, complete with fast pitch and hot dog eating contests. The new building's "Front Yard" area contained portable pin-up boards that acted as a show-and-tell center for Spongsters and their client work.

Evaluation

In employee and client surveys, CLS found that its eight developing/refreshing programs, such as orientation and training events, increased staff satisfaction. CLS successfully implemented four new programs. Finally, for the past three years on the first annual employee report card, the staff scored CLS with "high grades" for the "great internal programs" CLS continues to offer employees. Its training programs encouraged nearly 95 percent participation. Fully 100 percent of the staff participated in Head Start, New Agency Training, and Going to Extremes. CLS hired 13 new staff members in 2007, plus freelancers, and all programs were used as recruiting tools.