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“HSBC – BUILDING A GLOBAL COMMUNITY” Supporting material PUBLIC.

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Presentation on theme: "“HSBC – BUILDING A GLOBAL COMMUNITY” Supporting material PUBLIC."— Presentation transcript:

1 “HSBC – BUILDING A GLOBAL COMMUNITY” Supporting material PUBLIC

2 ENQ Context HSBC is one of the world's largest and most complex banking and financial services organisations. With offices in established and faster-growing markets, the aim of the Group is to be where the growth is, connecting customers to opportunities, enabling businesses to thrive and economies to prosper. In 2011, new CEO Stuart Gulliver, set an ambitious new direction for the business, simplifying its structure and refocusing its strategy. A root and branch re-organisation saw the formation of 4 global businesses and supporting functions. That meant significant change for all 261,000 employees. Background PUBLIC Asia Pacific 114,000  267,000 employees  6,600 offices  81 countries & territories  4 global businesses & 10 global functions  267,000 employees  6,600 offices  81 countries & territories  4 global businesses & 10 global functions North America 23,000 Europe 74,000 Latin America 48,000 Middle East 8,000

3 HSBC NOW Supporting material PUBLIC

4 ENQ Method deployed – Intranet hero banners Global access Each programme is promoted via a hero banner on the global intranet homepage PUBLIC

5 ENQ Method deployed – HSBC NOW landing page A dedicated hub for HSBC NOW Employees can ‘snack’ on chapters within each episode Main programme media player Programmed is subtitled in 7 different languages Tell Us NOW – area where employees can submit their stories, provide feedback and pursue presenting opportunities Employees can select most popular content in the featured playlist PUBLIC

6 ENQ Method deployed – Campaigns and competitions Drive viewers to the program PUBLIC

7 ENQ Outcomes – HSBC NOW stories from around the world Where our stories came from in 2012 Japan Singapore China Indonesia Malaysia Australia Kuwait UAE Turkey Jersey France UK Switzerland USA Mexico Canada Brazil Argentina Greece India Libya Egypt PUBLIC

8 ENQ Outcomes – What impact is HSBC NOW having on engagement? Sense of global community and advocacy are boosted the most by watching HSBC NOW Detailed feedback on HSBC NOW How people are watching HSBC NOW…Opportunities to increase viewing… Advocacy Recommend HSBC products and services to friends and family members Advocacy Recommend HSBC products and services to friends and family members Community Feel part of one global HSBC community Community Feel part of one global HSBC community 15 point uplift Seven in ten feel more connected to HSBC after watching HSBC NOW 85% found the content clear 81% trust the content 15 point uplift Watch HSBC NOW on the intranet at their desk 78% Watched as part of a team meeting Watched on a plasma screen at work Watched at a town hall meeting 8% 3% 8% HSBC NOW at home A large proportion of employees have access to the internet at home, have watched TV/YouTube online at home, and would be willing to watch HSBC TV programmes via the internet at home HSBC NOW at home A large proportion of employees have access to the internet at home, have watched TV/YouTube online at home, and would be willing to watch HSBC TV programmes via the internet at home 67% watch TV online at home 65% would be prepared to watch HSBC NOW on internet at home 94% have internet access at home 85% think that duration is about right 81% feel that the content is relevant to them PUBLIC

9 ENQ Outcomes – The feedback tells us that HSBC NOW really is connecting people… PUBLIC

10 ENQ The future of HSBC NOW We will launch on YouTube in May 2013, followed by smartphone apps later in the year External access allows HSBC NOW to remain relevant, accessible and truly global PUBLIC

11 HSBC EXCHANGE Supporting material PUBLIC

12 ENQ The Communications Team felt that a move to a more facilitative approach to communication would help to motivate and engage employees through the change. Based on the simple principle that if someone is worth talking to, they are worth listening to, they wanted the employee to be at the centre of this new approach. They wanted to give them the opportunity to speak out and be heard but also support managers in doing this. They chose to do this through a globally consistent team meeting which became known as Exchange. Objective PUBLIC “Exchange is a recognition of human nature – the need to talk about what matters to us directly. Too often, organisations constrain this most basic of needs with surveys, structures and hierarchies that prevent people from having a conversation.” Pierre Goad, co-Head of Global Communications “Exchange is a recognition of human nature – the need to talk about what matters to us directly. Too often, organisations constrain this most basic of needs with surveys, structures and hierarchies that prevent people from having a conversation.” Pierre Goad, co-Head of Global Communications

13 ENQ What is Exchange? Traditionally team meetings in HSBC are led by a manager with agendas and action points. Exchange turns that on its head. Exchange meetings are led by employees who talk about whatever is on their mind from the coffee in the canteen to the latest issues affecting their business. Managers are asked to encourage participation from everyone and above all, to listen. After the meeting, they record the topics discussed and sentiment expressed on a portal. This aggregates the Exchanges right across the globe to provide a picture of what is on employees’ minds in their terms. By formalizing and recording these conversations HSBC is cementing the importance of the employee voice but also providing the kind of insight that surveys and feedback channels simply cannot. By not having an agenda, employees talk about the issues that are important to them. The value is felt locally as teams are having conversations they might not normally have – in an open and honest forum with their colleagues – but also globally with valuable insight for the leadership of the Group to support their decision making for the business as a whole. “There were so many events that had taken place over the last couple of years. They all had impact on our lives and hence it was more relevant that this forum provided the opportunity to discuss them.” Participant feedback “There were so many events that had taken place over the last couple of years. They all had impact on our lives and hence it was more relevant that this forum provided the opportunity to discuss them.” Participant feedback Strategy PUBLIC

14 ENQ Strategy How does it work? PUBLIC Every manager is asked to run an Exchange. Rather than having a fixed agenda led by the manager, there is no agenda. The managers listen and record the themes discussed and how people felt about them The output of all Exchanges is collated into a single report for the CEO and Board highlighting what is on the minds of employees across HSBC The manager then records basic information like the number of attendees and then describes the key topics discussed and how people felt about those topics

15 ENQ Reporting PUBLIC The insights gathered from every Exchange are brought together in a quarterly report for the CEO. At a basic level, it highlights the major issues on the minds of employees but also shows:  The relationship they perceive between issues e.g. bureaucracy and customer service or organisational change and career development  Horizon issues that might not be major now but may be ‘bubbling under’  Consistent themes with detailed analysis behind each one This gives the CEO a clear view of what is on the minds of employees. Negative sentiment Within the ‘cloud’ words that are close together in location and size reflect those with a causal relationship Neutral sentiment Positive sentiment Top 5 topics discussed Key meeting metrics

16 ENQ Method deployed PUBLIC Although Exchange is led by employees, getting managers comfortable with running a session was key to the project working. Therefore, much of the communications effort was designed to address their concerns. The team used a series of tactics; from in-depth managers’ guides to WebEx calls with local managers and communicators, to introduce Exchange and discuss insights from a regional pilot. Main outputs  Campaign materials: Posters, video and online materials translated into 8 languages  WebEx calls with managers and local communicators to help address concerns, build understanding, and brief managers on how to run a good Exchange  Managers’ and communicators’ guides  Online portal for managers to record the discussion  Reporting and analysis at a Group and Regional level

17 ENQ Method deployed PUBLIC Communicators WebEx Online materials Manager and Communicator Toolkits and Guides

18 ENQ Outcomes Participant feedback PUBLIC Exchange is an on-going activity – over 24,000 employees have attended and experienced an HSBC Exchange meeting in just 3 months. From over 1,000 participants surveyed after participating in Exchange sessions: Managers  95% said they had a positive experience of the meeting  88% said it provided them with new insights on the thoughts and feelings of the people in their teams  95% said they would recommend running an Exchange to their peers Employees  86% felt it gave them the opportunity to speak honestly  85% felt it helped them better understand the perspectives of their colleagues  88% said they would recommend attending a meeting to their colleagues Exchange is an on-going activity – over 24,000 employees have attended and experienced an HSBC Exchange meeting in just 3 months. From over 1,000 participants surveyed after participating in Exchange sessions: Managers  95% said they had a positive experience of the meeting  88% said it provided them with new insights on the thoughts and feelings of the people in their teams  95% said they would recommend running an Exchange to their peers Employees  86% felt it gave them the opportunity to speak honestly  85% felt it helped them better understand the perspectives of their colleagues  88% said they would recommend attending a meeting to their colleagues


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