Making sure your voice is heard in a large company is no easy feat. Learn how British Gas gave a voice to 28,000 employees.
Prior to the formation of “One British Gas”, many of the business areas operated in a decentralised way. A lack of engaging internal communication had left employees confused and misaligned and engagement scores were flat-lining.
The leadership team was determined to engage their 28,000 employees so they understood where the business is going, felt proud to be part of it, and did their best to help it succeed.
Rather than use their traditional approach of executive roadshows across the country, the Executive team agreed to try a new approach that put the first line managers at the heart of the program. This new approach reduced the reliance on the most senior managers, and focused on developing the capability of middle managers who were to be up-skilled to take messages, understand audiences and communicate in an engaging way.
MindGym’s psychologists worked with British Gas to craft a compelling narrative and devised a program to help communicate this in a way that got people excited about the future at British Gas.
The extent to which people agreed with the statement “I feel I have the opportunity each day to have my voice heard” increased by 49% from pre-event to post-event.
British Gas also saw a 26% increase in the Employee Promoter Score (a measure of how positive people feel about the business).
This program scooped the LPI gold award for External Training Project of the Year.
It was also a featured in The Financial Times.