GM’s ignition switch recall crisis reminds us that 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.
Failing to have an internal communications plan in step with an external communications plan could inflict brand damage. As brand ambassadors (and often customers, too), employees need to know and understand what actions the company is taking to fix the situation as well as what their role(s) might be in a crisis situation. Whether or not you agree with how GM is handling its ignition switch recall, it appears that CEO Mary Barra is taking steps to keep its employees updated on the situation as seen in this internal video to update employees.
What are some key steps companies should take internally when facing a crisis?
- Show the human side to employees, too. Barra made a powerful statement in her employee video: “Something went wrong with our process in this instance, and terrible things happened.” She explained how this “hit home” with her as a mom. 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. Refresh communications based on those questions and concerns.
- Establish a cross-functional team dedicated to resolving the crisis. This should be a mix of leaders and front-line employees who can provide various perspectives across the business. Involve them in the decision-making process and provide them with key points to use when updating their teams.
- Arm customer-facing employees with tools to communicate. Barra mentioned a team of more than 50 employees who are 100 percent dedicated to handling recall calls as well as trained employees to handle customer comments on the web and social media.
- Arm employees with the facts on a continuous basis. A dedicated internal site on the company intranet could serve as the “hub” for employees with information available by role or team. Use this as an opportunity to post background information, fact sheets, talking points, FAQs, videos. Be transparent and make sure employees know their roles (if any) in the crisis.
- Establish feedback loops. Barra’s video did not reference how employees could share their comments, questions or concerns. It doesn’t mean that GM doesn’t have those outlets in place, but it’s always a good idea to remind employees about those channels. Feedback loops can take the following forms: dedicated email box, hotline, internal social media channels such as Yammer. Also, depending on the nature of the crisis, have the employee assistance program or other counselor available on site or via phone as an outlet for employees who need to air grievances.
- Don’t forget to look back. When the crisis is over, don’t forget to let employees know! It sounds like a “duh” moment, but it’s easy to walk away from the concentrated effort it took to catch the collective breath. Let employees know what new practices are now in place as a result of the crisis. Acknowledge the hard work of individuals and teams who played roles in the situation. Periodically remind employees about the steps you have in place to handle crises.