Nurturing talent (1)…

Raising the quality of internal communication support to key functions and business units was a priority when Ken joined Rolls-Royce Group as Global head of internal communication.

The key challenge at Rolls-Royce was to develop the strategic value of the team.

In a ‘data-rational’ culture it was also vital that internal communications practitioners were able to provide evidence of the value they could add.

A mix of targeted recruitment, training, development projects and mentoring was the solution.

Bearing in mind the organisational culture a stand-out approach was getting the internal communication network to submit measurement case studies which collectively demonstrated a broad range of approaches and illustrated the value added to the company through effective internal communication.

The case studies were shared as part of an annual workshop for the network — seeing what they could achieve boosted individuals’ confidence in having business and results-focused conversations with their local management teams.

Nurturing talent (2)… 

In two spells with EDF Energy a key aspect of Ken’s contribution was to develop the communications team’s capability so it could provide more valuable support during periods of significant change such as the integration of corporate functions following the acquisition of British Energy.

Through a mix of developing a clear strategy, hiring interims, clarifying roles and responsibilities, identifying ‘stretch’ activities and mentoring, Ken ensured the accelerated development for for permanent staff…as well as improved near-term delivery for the business.

Strengthening the team’s ability to support change and line management communication was a priority at EDF Energy.

Through a mix of developing a clear strategy, hiring interims, clarifying roles and responsibilities, identifying ‘stretch’ activities and mentoring, Ken ensured the accelerated development for for permanent staff…as well as improved near-term delivery for the business.

In terms of a talent legacy, all the in-house staff whose development Ken supported later secured ongoing roles following a later reorganisation of internal communications teams within the corporate centre and the business units.

communicate > engage > mobilise > transform > improve