Alstom creates a new sense of unity
Corporate publishing and employee magazines are more than ever a fundamental tool in companies’ internal communication mix—as the example of Alstom shows.
Corporate publishing Employee magazines are more than ever a basic tool in the internal communication mix of companies - as the example of Alstom shows. "Dear colleagues, the following instructions must be implemented throughout the Group." So begins an article in the former employee magazine of Alstom Switzerland, one of the largest companies in the Swiss engineering industry, based in Baden. As in many other "in-house magazines", the other texts came across as dry strategy papers, emotionless technical articles (for example: Pictured: the latest welding robot ...) or random reports on the experiences of individual employees. Why should such a magazine be read? Barely noticed and ineffective as an internal means of communication, the magazine was discontinued in 2002. In the years that followed, the global Alstom group found itself in a crisis that also affected the strong national company in Switzerland with over 4000 employees. During the restructuring phase, systematic internal communication was out of the question. In 2006, Alstom achieved a turnaround; the order books were full, new employees were being recruited in Switzerland and it was - finally - possible to communicate with new self-confidence. Internally at first: a skeptical attitude prevailed among employees. Identification with the company was also made more difficult by the fact that the employees in the power plant division had previously worked for ABB and had difficulties with the new corporate culture. In short, a new sense of unity had to be created for Alstom in Switzerland. This was no easy task, as Alstom is divided into three sectors worldwide (new installations business, service business and transportation), and employees in Switzerland also identify primarily by sector.
500 name suggestions for the employee magazineAlstom Switzerland decided to create a new employee magazine together with the Prime Communications agency. As a basic instrument in the internal communication mix, it is of crucial importance, as the intranet of the country organization is little used and the factory workers have no access to electronic media. To generate the necessary attention for the corporate publishing product and involve employees in its creation, CEO Walter Gränicher launched a naming competition for the magazine in April. The response was overwhelming: within three days, Internal Communications received 500 suggestions. As the name competition also explained the concept of the magazine - background knowledge across all sectors, employees at the center - it was clear that the need for professional, easy-to-understand and thoroughly emotional internal communication must be considerable. After two issues, it can be said that the employee magazine has gained a high level of acceptance. Not only among employees, but also among management.
Balance between journalism and management strategy organ While in-house magazines used to be places where committed employees could realize their own potential or - as the former Alstom magazine shows - misunderstood publication channels for administrative regulations or specialist articles, the big challenge today is to find a balance between the editorial search for the "story" and strategic management communication, between random decisions and deliberate internal agenda setting. Journalistic professionalism in text and layout is a prerequisite for successful corporate publishing - but it is not enough. When members of management repeatedly contact internal communications to suggest topics, request topics and specify topics, it becomes clear that they are also an important stakeholder group whose needs must be taken seriously.
Strategic topic management sets guidelinesWhen faced with the conflict between the required proximity to employees and the equally necessary management task, it can be helpful for internal communication departments to consult an agency. A conceptually anchored strategic topic management ensures that the communicative goals are achieved over a certain period of time - twelve months, for example. It provides the necessary scope for turning a "dry" topic into an exciting, employee-oriented story. In particular, it also serves as an argumentation aid for management.
Employee magazines are more indispensable than ever. After all, there is no substitute for personal communication from management. However, the triumph of the intranet has given the printed, sensual medium of the employee magazine a new freedom. The indispensable instructions to "valued" colleagues can now be found as guidelines on the company network, so that the employee magazine can concentrate on its actual strengths: Providing relevant, easy-to-understand background information about the company and its employees, thereby promoting a sense of togetherness and pride in the company. After all, employee magazines are not for self-fulfilment - neither for the project managers nor the agencies - they must bring measurable communicative benefits to the company.
500 name suggestions for the employee magazineAlstom Switzerland decided to create a new employee magazine together with the Prime Communications agency. As a basic instrument in the internal communication mix, it is of crucial importance, as the intranet of the country organization is little used and the factory workers have no access to electronic media. To generate the necessary attention for the corporate publishing product and involve employees in its creation, CEO Walter Gränicher launched a naming competition for the magazine in April. The response was overwhelming: within three days, Internal Communications received 500 suggestions. As the name competition also explained the concept of the magazine - background knowledge across all sectors, employees at the center - it was clear that the need for professional, easy-to-understand and thoroughly emotional internal communication must be considerable. After two issues, it can be said that the employee magazine has gained a high level of acceptance. Not only among employees, but also among management.
Balance between journalism and management strategy organ While in-house magazines used to be places where committed employees could realize their own potential or - as the former Alstom magazine shows - misunderstood publication channels for administrative regulations or specialist articles, the big challenge today is to find a balance between the editorial search for the "story" and strategic management communication, between random decisions and deliberate internal agenda setting. Journalistic professionalism in text and layout is a prerequisite for successful corporate publishing - but it is not enough. When members of management repeatedly contact internal communications to suggest topics, request topics and specify topics, it becomes clear that they are also an important stakeholder group whose needs must be taken seriously.
Strategic topic management sets guidelinesWhen faced with the conflict between the required proximity to employees and the equally necessary management task, it can be helpful for internal communication departments to consult an agency. A conceptually anchored strategic topic management ensures that the communicative goals are achieved over a certain period of time - twelve months, for example. It provides the necessary scope for turning a "dry" topic into an exciting, employee-oriented story. In particular, it also serves as an argumentation aid for management.
Employee magazines are more indispensable than ever. After all, there is no substitute for personal communication from management. However, the triumph of the intranet has given the printed, sensual medium of the employee magazine a new freedom. The indispensable instructions to "valued" colleagues can now be found as guidelines on the company network, so that the employee magazine can concentrate on its actual strengths: Providing relevant, easy-to-understand background information about the company and its employees, thereby promoting a sense of togetherness and pride in the company. After all, employee magazines are not for self-fulfilment - neither for the project managers nor the agencies - they must bring measurable communicative benefits to the company.
Philipp Metzler
Alstom peopleThe magazine
is published four times a year in German and English and is sent to the homes of over 4,000 employees by post. The Zurich agency Prime Communications
developed the magazine and is responsible for the text and layout.
