Reviewing Internal Communications at Royal London
Royal London Group was founded in 1861 as a friendly society, becoming a mutual life insurance company in 1908, and growing to become the UK’s largest mutual life and pensions company with 5.3 million customers. Royal London is totally committed to mutuality and looking after the interests of members. During 2014 the Group is moving to operate under a single Royal London brand.
People and Corporate Affairs Director Sam Blackie asked for our support to deliver a thorough review of internal communications in Royal London, with communications having been identified as a key issue in recent surveys and through roadshow feedback. The objective: to provide recommendations for a new strategy, infrastructure and 12 month plan for internal communications which would:
- Improve the effectiveness of communications in Royal London to make it a key enabler for the organisation, with a particular focus on communications through line managers
- Improve employee engagement and alignment with the organisation’s priorities
- Improve employee satisfaction with communications
We completed a review of current internal communication strategy, capability and delivery within three months. This included:
- 9 senior stakeholder interviews
- Survey to a sample of 750 employees
- 18 Workshops with Mgrs / Non-Mgrs in London, Bath, Glasgow, Edinburgh and Wilmslow
- Analysis of existing channels and data
- Review of the Internal Communications team’s structure and capability
The review identified key areas to improve the impact of communications in Royal London. Recommendations for a new strategy included:
- Introduction of a new suite of segmented channels with a new informal tone of voice
- Development of the face to face communications programme
- Development of ‘The Hub’ intranet including the introduction of social tools
- Introduction of a new planning template for change communications to ensure a consistent, timely and involving experience for people
- Restructure of the internal communications team to enable delivery of the new strategy.
Following approval of our recommendations we worked with the team at Royal London on implementation of the new strategy.
Sam said: “This review has helped us respond to feedback from our people and identify the key changes and improvements we need to put in place. I’m delighted that we are continuing to work with TYL to ensure successful delivery of Jos’s recommendations.”