During my time at Hass MS&L, I was responsible for managing all internal communications and coordinating media relations for a well-known auto manufacturing company. My role included preparing internal newsletters, advising management on communication strategies, designing and implementing a communications strategic plan, and managing media relations as a spokesperson.

Objectives

The primary objectives of my communications work were to manage crisis communications related to the plant closure, control the narrative both internally and externally, maintain brand loyalty among employees and the community, and achieve production, quality control, human resources, and safety goals.

Challenges

One of the key challenges was securing buy-in from employees, third-party employees, and vendors to remain committed to achieving these goals despite the impending job losses and community impact.

Strategies and Actions

To address these challenges, I focused on understanding the auto manufacturer's purpose and aligning it with the individual purposes of employees, third-party employees, and vendors. Key strategies and actions included:

• War Room Approach: I established a war room where no person was left behind. Posters featuring all employees, third-party employees, and vendors were displayed, and our goal was to ensure each person had a plan that satisfied their purpose before the plant closure.
• Resource Integration: We brought in additional resources, both internally and from the community, to support employees' transitions.
• Intranet Video Newsletter: Collaborated with my union counterpart and other departments to create an intranet video newsletter for training and education.
• Plant History Book: Authored a book showcasing the plant's history to foster a sense of pride and continuity.
• Town Halls and Media Communication: Facilitated town halls and communicated with the media to emphasize our focus on purpose and values for the people and the community.

Results and Outcomes

Within approximately six months, we developed a plan for every employee, third-party employee, and vendor. We also surpassed many of our production, quality, safety, and sales goals. Specific metrics include:

• Production Goals: Achieved a 15% increase in production efficiency, exceeding the target by 5%. ~
• Quality Control: Reduced defect rates by 20%, surpassing the quality improvement target by 10%. ~
• Safety Goals: Improved safety compliance, resulting in a 25% reduction in workplace incidents. ~
• Sales Goals: Maintained a high level of brand loyalty, contributing to a 10% increase in local sales despite the plant closure. ~
  

Lessons Learned

The most significant lesson from this experience was the power of purpose. Authentic purpose within an organization can empower people and drive remarkable outcomes, even during times of crisis. Understanding and aligning individual purposes with the organization's mission fosters a cohesive and motivated workforce. Effective communication, inclusivity, and resource utilization through organized and effective ecosystems are crucial in achieving these goals.

Summary

This case study highlights the importance of strategic and empathetic communication during times of crisis. By focusing on purpose and aligning it with individual goals, we were able to navigate the challenges of a plant closure effectively. The comprehensive approach not only ensured that all stakeholders had a plan but also led to significant improvements in production, quality, safety, and sales metrics. This experience underscores the value of purpose-driven communication and strategic planning in achieving organizational success.