Global Communications

Problem

A formal employee survey and informal “pulses” indicated that non-U.S. employees of a global Fortune 500 company perceived management (and communications) as too U.S.-centric.

Action

  • Wordwright introduced the company to live webcasting technology, which enabled real-time participation by a large percentage of employees worldwide.
  • Employees abroad use the webcast’s chat feature to submit their questions directly to the presenter and senior leadership to be answered in real time.
  • Wordwright recommended that meeting times rotate between early morning and late afternoon U.S. time to make them convenient for employees in different regions of the world.
  • Each meeting is broadcast from a different global site.
  • A video archive is posted online within 24 hours of the live event for employees worldwide and those who were unable to attend.

Results

  • Employees outside the U.S. frequently describe the online videotaped meetings as their best source of current business information.

Employees quickly embraced the new technology, and online participation in webcasts continues to climb.

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