Employee Communication Strategies in Action

Discover how WrightEngage partners with organizations to create meaningful communication strategies and drive results. Our case studies showcase real-world examples of how we've transformed employee engagement and organizational success through executive counsel, messaging, brand adoption, culture change and world-class leader communication training.

Case Study 1

CCME Becomes Constellation Quality Health
After 40 years, the Carolinas Center for Medical Excellence had a sterling reputation and long-tenured employees who are passionate about improving the health and well-being of their partner’s patients. However, in order to grow and expand their quality efforts into new areas and new states, they needed a name that reflected their broader capabilities and geographic footprint.

Case Study 1

CCME Becomes Constellation Quality Health

After 40 years, the Carolinas Center for Medical Excellence had a sterling reputation and long-tenured employees who are passionate about improving the health and well-being of their partner’s patients. However, in order to grow and expand their quality efforts into new areas and new states, they needed a name that reflected their broader capabilities and geographic footprint.

The Employee Challenge: Changing a name can be very challenging to employee pride and connection built over many years. This is even more true when a change doesn’t feel necessary or imposed. It’s one thing when there’s a merger or other event, but making a bold step toward the future can, if not handled well, feel like an indictment of the past.

Solution: A Steady Drumbeat Over six months, WrightEngage worked with leaders to introduce the concepts of the new name they were choosing. Opening the curtain to the reasons behind the change and openly discussing some of the options and asked for feedback. A month prior to the external reveal, we provided tools and presentations to use with partners in draft form, took feedback and built solutions employee’s stated need. We created a video that explained the name change that was both something they could see, but also share.

What Worked? After launch, employees responded that it felt like a natural transition. The introduction didn’t feel like a “big deal” because they were prepared. On day one, they were advocates of the new name, telling their story and open to the universe of possibilities represented in Constellation Quality Health’s future.

Case Study 2

Enterprise Leader Communication Training from Executives to Supervisors

As a global leader in

Case Study 2

Signicast Listens and Ramps Up Communications for Engagement

During a time of large changes due to being acquired, Signicast wanted to address the challenges employees were facing and proactively improve the communication and the understanding of every leader.

The Employee Challenge: After years of private ownership, the company was acquired to be part of a larger organization intent on both keeping the quality and traditions of Signicast that were instrumental to its success, while also ensuring the efficiencies that come from a larger organization. Feeling those changes, the team of long-tenured employees were unsure of what those changes meant for them, and how to adopt the demands of a changing leadership structure.

Solution: Research Employee Understanding and Elevate Communications Capability After a series of mixed focus groups to determine the challenges of groups across the company with both the changes and the messaging, the leadership team and WrightEngage aligned on a communications training approach that touched every level of leader in the organization.

In the training, we used real world examples of messaging as well as events and deadlines happening in the near term and used that content to build tailored communications plans for each leader.

By combining lecture style best practices with real world scenario practice, the individuals not only felt more comfortable delivering different messages, the entire employee population had a common understanding of how they were going to communicate, creating a support system that enabled communication going forward.

What Worked? After launch, employees were skeptical that the ideas and practices learned would be implemented. However, the skills and ideas learned over the course of two weeks stuck with the teams and leaders were able to reference the approach as new challenges and changes inevitably arose.

Case Study 3

Freddie Mac Assesses Their Employee Communication
The best time to challenge and test what you're doing is before you have to. After years of positive communication and engagement scores, the leadership wanted to know, "What can we be doing better?"

Case Study 3

The Challenge: The communications leadership approached WrightEngage to do a "third party" assessment of the team, systems and processes and challenge based on what others were doing. Did they need different channels? Should they deploy their team in different ways? Should they add new skills? What's working, and what isn't?

Solution: Research, Testing, Proposed Changes Over a month, WrightEngage did a deep dive into the online and in person experience of employees at Freddie Mac and the communications they received both from the "center" led by the communications team, as well as the information they received on a regular basis in divisions from individual leaders. We examined feedback from surveys and interviewed executives. We also interviewed the team to discover what was working for them, their priorities and how the system could be improved.

The Result In close consultation with leadership, we created a detailed report, tracking the employee experience and messaging. By any metric, the team was achieving what they set out to do, but also, found themselves trying to accommodate individual requests for support that were outside of the mandate of the team, which we were able to create a greater boundary for managing. The team implemented new strategies based on the recommendations while continuing their successful practices to date.

Case Study 4

A New Leader, A New Vision, A New Organization
A global mining leader, Newmont was growing rapidly after a large merger. As part of the future, Newmont formed a new, global commercial organization that would align all its market, customer and vendor facing divisions under a single leadership structure, whose vision was to ensure they were world-class, creating a competitive advantage for the future.

Case Study 4

The Employee Challenge: With any large acquisition or merger, employees are often wary, unsure and fearful of the changes to come. At Newmont, they had also weathered multiple organizational shifts, reorganizations and changes in leadership. Attrition was at an all time high and the ability to keep the global teams informed was limited to email and a history of global leaders not being present or active in many of the regions, leaving the communications to develop locally, creating a variety of perceptions and cultures.

Solution: A New Platform, New Cadence, New Messaging and Introducing a New Future

The new Commercial Organization Lead was a great communicator and knew that she couldn't make the progress or improvements she envisioned without aligning the global team and her new leadership team around new messaging as well as inviting them to adopt a more collaborative team approach than the hierarchical one they were accustomed to.

Together, WrightEngage developed:

-A new messaging platform

-A strategic communications plan to reach executives and regional leaders

-A strategy for using internal social media to build community

-Surveys and survey analysis to uncover resistance and questions that leaders were hesitant to ask

-A clear and robust cadence of communication that would build trust over time.

What Worked? Initially, getting started was the hardest part. While the leader had a clear vision, we had to wait for larger organizational changes to be defined before laying out the final vision. However, in forming her team around the principles provided in the plan, the team had a roadmap for change and engagement to take them into the future.

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