Woodreed publishes a wide range of thought pieces around the subject of culture, brand and engagement. Our aim, to offer our readers an informed point of view based on a combination of research and real world experience from us, our clients and other opinion formers.
Please feel free to dip into any of the thought pieces below. If you would like to join our mailing list and receive these straight to your inbox click here
What we do really matters. We know the power of an engaged workforce, and the role quality, effective internal communication has to play in delivering it. Having worked on both sides of the fence,
us Woodies have a rare perspective into both worlds. The inside’s the harder job with time, resource and budget all in short supply.
Despite the barriers, there’s much internal comms can gain from looking at the techniques of the ad industry. They’ve got more in common than you’d think. Get the inside track on external comms and learn how you can put them to work inside.
What’s your corporate vision statement? Chances are it’s got something to do with trust. Put ‘Vision to be the most trusted’ into Google and its first pages reveal a raft of organisations all with the same ambition …to be trusted.
Contrast this with trust within organisations being at an all-time low and it’s hard to see how corporate ambitions will be achieved.
Read Woodreed’s take on this dichotomy here.
A positive culture isn’t just a nice to have. It’s a competitive advantage. Your people give you the edge.
We’ve looked at organisational culture from all angles talking to leading experts and practitioners along the way, uncovering the true story of culture in UK businesses.
Read the story of culture – what it means, the barriers to developing positive cultures, how you shape them and, of course, the role of brand – the hero of the culture story.
The Millennial generation will make up half the global workforce in 2020. They’re the instant information, instant gratification generation with the world literally at their fingertips.
Does your top team understand the Millennial generation? What motivates them? What they expect from an employer? What are their deal breakers?
Understanding this unique audience is key to business success over the coming decade, giving you the edge on your competitors and helping you win the battle for talent.
When it comes to the brand inside, has the UK ticked all the boxes? Read our in-depth report based on research and interviews with 50 UK professionals from wide ranging organisations.
Highlights include: The barrier of senior leaders’ knowledge of their own corporate values to embedding a true values-based culture. Where training and development falls down. The key role of the line manager. Recognition and reward – the great missed opportunity. What to do with social media.
The evidence of the impact on significant KPIs from engaged employees is growing. So why is the C suite still cocooned in a boardroom bubble when it comes to unlocking the power of an engaged workforce? We explore the disconnect in many leading organisations where brand is the preserve of marketing and employees the preserve of HR. We’ll also show you that a fraction of your external marketing budget spent inside goes a long, long way.
Autonomy (the ability to direct the course of your life), Mastery (The desire to improve yourself and get better at stuff you enjoy) and purpose (The reason we do what we do) are drivers of motivation in the workplace. Explained and explored in this thought-piece, we look at recognition and reward in a new light, exploring the impact this new thinking on motivation in the workplace has had on traditional ways of rewarding and recognising.
Understood and managed properly social media is a powerful tool for businesses inside and out. It can improve communication with and amongst employees inside as well as engaging your customers outside. Here we explore how social media can be used in problem solving, idea generating and creating community tribes. There’s even an App for employee engagement. But beware, loose twitter talk can make real tweets out of companies.
There’s often a gulf between the effort companies put in to communicating with their customers versus employees. In many companies brand is the exclusive preserve of the marketing department focusing on the consumer while HR looks after employees. Never the twain shall meet. Woodreed explores this topic and shares how smart internal communicators treat their people like their marketing teams treat their customers, with the tools, techniques insight and creativity usually reserved for the customer.
A short film can go a long way in communicating with your internal audience. Film can achieve great results as part of an internal communications strategy – operating on an emotive level other media simply can’t reach. There’s no need for a Hollywood sized budget – just the insider tricks of the trade for creating content that informs, engages and motivates in equal measure. We look at this important medium and channels available in today’s ever-expanding digital environment.
Beating at the heart of the strongest performing companies are happy employees who have a positive outlook towards their employer. One of the strongest ways to create an engaged workforce – even stronger than remuneration – is through a positive relationship with their line manager. Our thought piece looks at the power of the line manager in driving and engaged workforce. It also includes twelve hot tips for ways managers can build positive relationships with their teams.
Seeing your best people leave the company costs considerably more than a trip to the ice cream van. The truth is, many people move jobs simply because they’re disengaged, feeling undervalued and unappreciated. Investing in engagement strategies can turn cynics into evangelists: employees who live the brand and share their enthusiasm with their customers, driving loyalty and profits. Engaged employees stay with companies longer – and you avoid the considerable cost of recruiting and training their replacements.
‘I have thoroughly enjoyed working with Woodreed to help shape our culture, our values and our brand. From the outset, Woodreed were able to engage with our whole Board to help us to clarify our direction and our narrative story as an organisation. Their quality of both analysis and presentation has been second to none and we now not only have a set of agreed values, but also associated expected behaviours which everyone is signed up to. The values we have agreed resonate across our organisation and will underpin our new five year strategy.
I would thoroughly recommend Woodreed to any organisation looking to refresh its culture and its brand. Thank you!’
‘I really enjoyed the session, and having spoken to almost everyone who was present yesterday, I think everyone felt the same. I have to say that I think you’re really brilliant facilitators – we’re probably quite a tough (cynical) audience and I was really impressed with how you managed to cut through any scepticism. I think you’ve inadvertently shone a rather unflattering spotlight on some of the other consultants we’ve used in the past!’
‘Woodreed clearly has the right sort of experience in this area. We felt you’d understood the brief and were pushing our thinking on it, which we really need. We liked your passion to work with the Trust and how quickly you’d got into the subject. We liked the creative approach you’ve taken and your flexibility in applying it, giving us lots of options to consider. We liked the plan which integrated traditional and new media. And finally, we thought you were fun and we’d enjoy working with you.’
‘Woodreed has consistently produced special results – the kind of one-step-better-than-expected, highly professional outcomes which flatter projects, inform stakeholders and bring a quiet glow of satisfaction to the client’s heart. It is always a pleasure to work with Jo and her team.’
‘Experienced strategic thinkers, Woodreed challenged our assumptions and approach and took our thoughts in new directions. Their understanding of our objectives and vision enabled them to guide our group of senior directors to a consensus on our new framework of values and behaviours. Enthusiastic, dedicated, knowledgeable and pragmatic, they are flexible, grounded and, importantly, have a great sense of humour.’