The number of investigations involving GM employees related to how the company handled its ignition switch defect continues to receive media attention. Most recently, GM’s legal department is the focus of an internal inquiry, according to a recent New York Times article. We’re interested in how companies typically handle investigations – especially internal ones – from an employee communications standpoint. Here are some guidelines to keep in mind:
- For every external crisis, there should be an equal (but not opposite) internal communications plan to address it. Many times, companies go full throttle into reactive gear and shift their employees in neutral so they can tend to media scrutiny, consumer – and general public – backlash. Internal and external communications teams should work in tandem to create an integrated plan for all stakeholders.
- Companies should look to their core values and beliefs on how they should communicate with employees. In GM’s case, the company describes its culture on its website: “We think big and move fast. We value simplicity, agility and believe in action. We believe in accountability from every member of our team and we demand results from everyone.” When in doubt, company values can be a good GPS on the right path to take for communicating.
- Communicate early and often. Employees should find out about the investigations from the company itself first – not from outside sources. The notion of internal investigations could cause undue panic if there are no efforts to communicate about them. Otherwise, the employee rumor mill could kick into high gear.
- Use face-to-face meetings to talk to employees who are asked (or might be asked) to participate in investigations. If you know certain employees or groups of employees that might be involved, let them and their managers know as soon as possible. Don’t keep them guessing. Give as much information as possible. Explain the importance of their role, how it may or may not impact their jobs. Acknowledge the potential stress of this difficult situation. Partnering with HR and Legal is key here to ensure alignment on strategy, tactics and key messages. HR and Legal reps should be present in these meetings. Remind employees they can take advantage of an employee assistance program if they are feeling stressed.
- Show and tell employees how the company takes accountability seriously. Employees need to feel a connection to their companies and trust that the corporate moral compass will ultimately prevail. A video update and face-to-face meetings with leaders are powerful ways to connect with employees in times of crisis to not only update them, but also to listen to their questions and concerns.