Employee Communication
Recommendations
Since consistent corporate communication has been absent from DaimlerChrysler, it is recommended that several avenues of employee communication be implemented immediately. Employee communication should be a high priority in the Public Relations plan.
Find out what employees do and do not understand about the merger. Find out what employees’ fears and hopes are in regard to the merger. Ask employees how the merger has impacted them. To explore these issues with employees, establish a forum in each DaimlerChrysler location. Some forums might be surveys; others might be facilitated roundtables conducted by a team leader. Use any existing structure among employee groups to facilitate this new employee communications network.
Because of DaimlerChrylser’s diversity it is difficult to recommend one method for this type of employee communication. However, grouping types of workers and creating the communication method best suited to the employees’ work environment and culture could be one approach to “standardizing” employee input and facilitating communication tool development.
Create “transitions teams” with a balance of representation: line employees, staff, supervision, union reps, and non-union reps. These teams become the employee network through which communication takes place throughout the company. These teams are called upon when employee input is desired. These teams would also become the communication source for all merger-related communication, providing a credibility with colleagues necessary for successful communication. (Slowinski, et. al.)
Hire a communications consulting group. This group should plan and implement communication strategies to achieve stated goals, such as “Communicate and cultivate company pride to the extent that every DaimlerChrysler employee is a brand agent as demonstrated by satisfaction with job and successful participation in incentive programs.”
Use the StayWell program as a model for other employee programs. Since the StayWell program is popular throughout DaimlerChrysler with a high percentage of employee participants, the company should continue offering it for the betterment of employees. Test these programs at various DaimlerChrylser locations and provide opportunities for these selected test groups to “talk up” the exciting new opportunity for employees. Use employee focus groups to identify issues the company can successfully address.
Plan a DaimlerChrysler “lifestyle” publication that is “personalized” for each DaimlerChrysler location, including dealerships. This publication becomes the banner publication, communicating to employees, stockholders, customers, vendors, suppliers and dealers. A 4-page center section, or an insert, can be localized for each DaimlerChrylser location.
Provide work-site access for all employees to a company intranet. The intranet has the latest information about employee benefits, Q&A columns, company events, products for sale at a discount, and all elements of the employee PR plan. Provide a password-protected “employees only” link for those employees choosing home access.
Create live events broadcast or webcasts across the company to employees in real-time. Make these events fun, coming from global locations associated with DaimlerChrysler.
Publicize all incentive programs. Recognize employees who gain tenure, work goals, low absences, etc. Create company-wide contests suitable for global participation.
Create newsletters and web sites for employees’ families. The KidZone takes a kid on a virtual work day tour with Mom, the engineer. Benefit-cials includes all relevant benefits information any family member might need.
Conduct town hall meetings. These should be done for areas of the company experiencing the highest level of change anxiety as indicated by turnover rate, quality decline, management resignations, etc.
Name: Going Places
Frequency: Monthly
Distribution: All company stakeholders
Insert: For the first year, this insert should be a merger-related newsletter. Subsequently, this insert should be optional for each DaimlerChrysler location to “personalize” to a specific plant, dealership, etc. However, the production-friendly insert should be formatted and designed for easy, low-cost production.
Who’s in charge?
How is my job affected?
What products will continue/discontinue?
The stock value is going down. Why? Will jobs be lost?
Why this merger? Weren’t Chrysler and Daimler-Benz doing fine on their own?
My family is worried. How can I reassure them?
Chrysler seems to be sacrificing the most in terms of reputation, management, employees, and earnings. Why is this happening? The perception is a negative one for Chrysler employees.
Q&A’s with Jurgen Schrempp. But, not just regular company propaganda. Example, “You have stated that the merger is judged on the basis of the stock price, which I appreciate is not where it should be. But that’s not the point. The point is, we are a solid company.” Please explain why you believe DaimlerChrysler is a solid company, even though stock prices do not currently reflect that stability.
The pressure to continue cost cuts while maintaining technological edge, despite several years of cost-containment on the Chrysler side.
(Refer to Formula, Rohn and Haas Co. publication. A “special edition” was featured when the company purchased Morton International, Inc. The April 1999 Editor’s Workshop highlighted this publication for its excellence in merger/acquisition communication.)
Slowinski, Gene; Rafii, Zia; Tao, John; Gollob, Lawrence; Krishnamurthy, Krish R. “Integrating R&D Organiations in a Merger & Acquisition.” Research Technology Management, Sept./Oct. 2000, Vol. 43 Issue 5, p. 11.
“Editor’s Workshop.” April 1999, p. 8.
Tierney, Christine; Karnitschnig, Matt; Muller, Joann; Mrowczynski, Rafael; Belson, Ken; Ihlwan, Moon; and bureau reports. “Defiant Daimler.” Business Week, Aug. 7, 2000, Issue 3693, p. 90.
Muller, Joann; Welch, David; Kerwin, Kathleen. “The Merger that Can’t get in Gear.” Business Week, July 31, 2000, Issue 3692, p. 46.
Hutchins, Jennifer. “Health is Serious Business at DaimlerChrysler.” Workforce, Sept. 2000, Vol. 79 Issue 9, p. 118.