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WM Trains had set an ambitious five‑year target to improve on‑time performance to 90% and reduce cancellations below 2%, requiring engagement from 3,500 colleagues across varied roles.
Committed to making a positive and lasting difference in the world, and driven by a desire to serve God, World Vision has become a global leader in improving and transforming the lives of children, their families and their communities. Employing around 33,000 people in over 100 countries, internal communication plays a critical role.
London Northwestern & West Midlands Railways has around 3,400 people spread across the network from Liverpool, the West Midlands to London Euston. People undertake a range of roles, with the majority being in Operations and Customer Experience, which include drivers, station staff, senior conductors and colleagues undertaking train presentation…
12 months into the joint venture at VMO2, the team wanted an external, objective review of their corporate channels, and wanted to understand how they could make best use of their channels, in the right way and cost-effectively
We worked with the Head of Corporate Communications, to enable her to gain a clear picture of the effectiveness of the channels, communication tools and practices currently in use, internally and externally and provide recommendations on the ideal structure for the communications function.
We worked with Chris to enable him to gain a clear picture of the effectiveness of the channels, communication tools and practices currently in use, and an understanding of any gaps that might exist, as well as developing an understanding of the communication needs and preferences of different audiences amongst the organisation.
HarknessKennett has extensive experience of working with the company on channel and change communication research, pulse measurement, and a ‘Listening Project’ to guide strategic communications during a proposed…
HarknessKennett used a range of research techniques: the senior team shared their views through one-on-one interviews, both face to face and via Skype; we undertook interviews with colleagues working remotely; and office-based teams and managers joined workshops which enabled us to fully explore the future needs of internal communications.
Checkout recognised the need to lay strong foundations to enable the ongoing maturation of IC and their channels strategy, and asked us to conduct an internal communications audit to identify areas for development.
HarknessKennett used a range of research techniques: the senior team shared their views through one-on-one interviews, both face to face and via Skype; we undertook interviews with colleagues working remotely; and office-based teams and managers joined workshops which enabled us to fully explore the future needs of internal communications.
HarknessKennett used a range of research techniques: the senior team shared their views through one-on-one interviews, both face to face and via Skype; we undertook interviews with colleagues working remotely; and office-based teams and managers joined workshops which enabled us to fully explore the future needs of internal communications.
Checkout recognised the need to lay strong foundations to enable the ongoing maturation of IC and their channels strategy, and asked us to conduct an internal communications audit to identify areas for development.
