When you show them it can solve their problems, they’re suddenly interested. “People think that Workplace will make more work for them, that’s their concern. Key to the success of the roll out was convincing the incredibly busy employees that the platform could solve their problems and eliminate pain points. “People don’t use the intranet now unless they need to find a document,” she added.
We can’t teach it all, but they can teach each other,” Love explained. The more we can get them to share their knowledge the quicker we can innovate. Our people are very smart and highly educated. The platform is used for paramedics and staff to share information between themselves, broadcast events streams for rural volunteers and for people to ask questions of experts and the executive. “People might say email is two way, but when ones coming from the executive, you don’t write back,” she said.įollowing the “phenomenally low” results of a staff survey on communications, Love and her team turned to Workplace, launching in 2017. There was a lack of two way communication, she added. How do we talk to those people?” Love said. We had a changing workforce, with more millennials who take on information differently.
“Our people had less time to access information at branch, they’re always on the road. With rising demand for services, along with a changing workforce, a rethink of how the organisation communicated internally was required. The organisation is responsible for providing emergency medical transport, pre-hospital care and non-emergency transport services for all of Victoria, 24 hours a day, seven days a week.Īround 6,000 staff and volunteers work for the organisation across seven regions in the state. “We don’t stop,” said Ambulance Victoria’s digital communications specialist Lauren Love of her organisation. Read more Facebook ordered to pay US$5B fine over privacy violations The platform was launched just 27 days after picking the provider, a “pretty scary, hair raising time” McNamara recalled. It was costly and time consuming,” she added.Īfter weighing up a number of social collaboration tools, the firm landed on Workplace. Getting communications to those people and developing our culture of ‘One Amatil’ was difficult.
They’re in manufacturing facilities, in trucks or out in the market selling to our customers. “The majority of our workforce isn’t at a desk every day. We wanted to approach internal comms in a way that brought everyone together,” McNamara said. “We were pretty siloed in how we operated, and even in our head office in Sydney we were pretty siloed between the different businesses located there. While existing internal communications were “reasonably effective” they were delivered with a “pretty traditional approach” said Liz McNamara, the company’s group director of public affairs, communications and sustainability. Around 12,000 employees work for the company across six countries. Coca Cola Amatil is the Asia Pacific bottling partner of Coca-Cola and one of the region’s largest manufacturers and distributors of beverages and ready-to-eat food snacks.
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