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Communication plan wk 6-k_nieboer

Communication Plan for AET/560

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Communication plan wk 6-k_nieboer

  1. 1. Communication Plan Kathy Nieboer AET/560 September 29, 2015 Phyllis Carbonaro
  2. 2. Agenda  Launching the plan  Technology requirements  Measuring effectiveness and managements response  Generating feedback for continuous improvement  Addressing negative feedback  Impact on organizational change
  3. 3. Introduction to J.C. Penney’s  Golden Rule Dry Goods Store  founded in 1902  James Cash Penney  Incorporated January 17, 1913  As J. C. Penney stores company  Moved to New York in 1927  Under past J. C. Penney’s leadership production decreased  To increase job performance change agents will look for ways to increase job performance and increase J.C. Penney’s success
  4. 4. Launching the Plan  Communication plan has been approved by the leaders and stakeholders within J. C. Penney’s  Change agents to implement changes to improve employee performance and increase organizational success  Kurt Lewin’s Change Management Model  Two day training to workshop tools for effective communication and coping skills to deal with organizational change  Pre and Post assessment to for continuous monitoring of improvement
  5. 5. Launching the Communications Plan  Phase one: Pre-change approval  Work with leaders and stakeholders to show the need for change and importance of necessary changes to increase employee trust and job performance  Introduce changes in small pieces to increase likelihood of success  Consider timing of changes  Connect changes to JC Penney’s organizational goals, and vision’s
  6. 6. Launching the Communications Plan  Phase Two: Creating the need for change  Employee/Employer trust is non existent proven by low job performance  Work towards regaining employer employee trust through open and increased communication via change agents  Increased job performance will increase by training workshops to learn communication skills and coping skills to use in organizational changes moving forward
  7. 7. Launching the Communications Plan  Phase three: Midstream change  Using Kurt Lewin’s Change Management Model we will unfreeze the normal routines of employees, change the habits of employer and employee relations with skill based trainings, and will then refreeze the skills learned to move forward for a more productive and effective employee base  Two- day trainings to educate on communication skills and coping skills during time of organizational change  We will use increased bottom up/top down communication  Allow employees to ask questions to reduce fear and promote a healthy environment
  8. 8. Launching the Communications Plan  Phase Four: Confirming Change  Communicate and celebrate accomplishments  Identify developing tasks  Identify challenges moving forward
  9. 9. Technology Requirements  Conference rooms for workshops  Whiteboards, markers, PowerPoint presentations, handouts  Surveys and assessment for post and prior evaluations  Leaders for focus groups  Leaders/team leads to attend and monitor meetings  Independent evaluators to decided and engage in communications from management and employees  Suggestion boxes
  10. 10. Measuring Effectiveness and Manager Response  Data will be collected via bi-weekly team meetings, monthly one on one’s,  Email pulse checks and monitoring of suggestion boxes.  Surveys will allow for the assessment of employee progress and show if there is an increase in employee satisfaction about the changes
  11. 11. Generating feedback for continuous improvement  Encouraging the communication with leaders and employees  Face to face interaction  Communication from the top down that can be seen as transparent through actions of leaders  Employees share concerns and address worries openly and without fear
  12. 12. Addressing negative feedback  Leaders address those who show negative behaviors or attitudes to discuss feelings of change  Timely and credible communication between upper management and employee  Increase communication via face to face interactions to build trust  Increase plans and ideas if able to share with employees  Allowing employees to share ideas and become involved in the planning for change
  13. 13. Impact on organizational change  Employee job performance increases therefore profits increase  Employees feel valued  Manager employee relations are repaired and trust builds  Increased confidence and security in role as employee  Happier employees + increased sales and profits  Learn from mistakes  Communication skills increase  Coping skills learned will aid in continuous changes
  14. 14. References  Tupper, C., Deszca, G., & Cynthia, I. (2012). Organizational change: An action-oriented toolkit (2nd ed.). Thousand Oaks, CA: Sage. 

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