Barclays Change Management Plan

When Barclays formed UK Banking in January 2004, they knew communication would play an important role in integrating the new entity. Fiona Hitchmough, head of internal communications, was challenged with developing a plan to cut through the noise to communicate effectively with the 45,000 employees.

To demonstrate the amount of noise that employees were subjected to on a daily basis, Hitchmough created the following diagram.


Instead of launching a massive communication plan, Hitchmough developed a strategic plan to drip messages about why the company had restructured by using existing channels.

“To achieve this a new communication approach was designed that included:

o Engage the audience by involving them.
o Ensure that messages were linked to brand values and business priorities.
o Make sure that face-face delivery was playing a key role.
o Focus employees on what was important to the business by simplifying the message.
o Using the right mix of channels."

There were three key elements to this plan:

o Engage the audience by involving them.
o Make sure that face-face delivery was playing a key role.
o Focus employees on what was important to the business by simplifying the message.

Engaging the Audience


Hitchmough’s team started by defining what each channel could accomplish in terms of communication. If executives just wanted to make people aware of information they could use a newsletter format, but if there was a message that needed sold, using a presentation or video on the Intranet would make more sense.

To adopt successful change, Barclays needed to engage employees by consulting with them through a focus group with open communication. Employees will only take ownership of a change if they are involved in shaping the decision through open
communication or workshops.

Focus on Face-to-Face Delivery

Instead of blowing out a massive communications strategy, Hitchmough embedded bits of information in business as usual messages. Realizing this wasn’t the best way to ensure consistency, Hitchmough felt it would still be more effective in getting employees to own the change.

To communicate the financial results, the CEO went on a road show to discuss the results directly with employees. During those sessions he asked questions, answered employees questions and addressed concerns that employees had. The road show reiterated that a change had been made and it facilitated communication between the CEO and front line employees.

Simplifying the Message

Hitchmough and her team brainstormed to identify the most important messages that needed to be communicated with employees. The challenge they faced was getting employees to ignore the message that were already out there.


o Value through money expertise – i.e knowing your stuff
o All together better – i.e. working together
o Great customer service – i.e. treating the customer as you would like to be treated
o High-performance organization – i.e. being the only company you would like to work for.

Results

o New leaderships teams got together quickly to mobilize around one agenda
o Retail employees were equipped to prioritize activity
o The number of messages being bounced around the business were decreased
o Common language was created that will create a sense of unity, identity and clarity

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