• Why employee champions make effective change agents
• What qualities to look for in a potential change champion
• Attracting and rewarding champions
• Setting out roles and responsibilities for champions
• Evaluating other change communication strategies to use in tandem
• Weighing up the effectiveness of change champions and assessing time and cost

• Getting managers to recognise what constitutes change and the impact of small but ongoing change
• Identifying common problems associated with non-centralised change communication such as change not recognised, poor choice of channel or wrong message communicated
• Developing a set of guiding principles to support managers and team leaders in communicating change effectively
• Measuring the success of change communication support tools

• Determining to what extent change acceptance rests on proactive communication
• Applying Sun’s “Knowledge/Attitude/Action” model to change management
• Practical tips to turn line managers and communicators into change management practitioners

• Understanding the limitations of a cascade approach to drive change
• Identifying situations where cascade communication is appropriate, and where it’s not
• Identifying major pitfalls and ways to improve the effectiveness of cascades during change
• Addressing and overcoming common problems when trying to bypass hierarchy and move away from cascade models

• Creating a common language to drive consistent communication of messages globally
• Tailoring communication for different countries to engender local ownership and allow for cultural differences
• Managing communication between employee groups at different points of the change transition
• Working with external partners on change programmes

Clare Lucraft,

• Challenges for communicators operating in a global business undergoing extensive change
• How dynamic work environments affect employees
• Selecting appropriate techniques to communicate business changes and implications for individuals
• Understanding the psychological impact of changing job responsibilities
• Distinguishing between informing, educating and ensuring use of new systems and processes
• How to drive cultural change – what’s in it for employees?

• Understanding employee anxiety pre- and post-outsourcing
• Prioritising change communications during major outsourcing projects
• Assessing the impact on employee morale of a gradual versus a rapid changeover
• Developing strategies to help employees engage with their new corporate identity
• Facilitating two-way communication to support an insecure workforce

Chris Hind, Transition Manager, National Bank of Australia