Communication Plan 4g6w4

Southwest Airlines Communication Plan BY SUSAN LANCE

Introduction For the implementation and adoption of new strategies to be successful at Southwest, transparency and ongoing communication is needed throughout the hierarchy of command. By developing a communication plan, Southwest Airlines is creating a strong underpinning for management and representatives to articulate, engage, and understand why the change is needed. Employees will learn how their new roles and responsibilities will impact workers and affect the bottom line. To increase communication across all functions, and reduce resistance, senior leaders (change agents)are developing a communication plan to energize customer representatives on the new vision and goals of the customer service program. The plan will also keep employees informed of any changes to their positions, and how the change is progressing.

Launching the Plan The stakeholders at Southwest Airlines have diagnosed problems in the behavior of customer representatives, affecting their ability to provide top-notch customer service. A communication plan will be developed to align new behaviors with objectives, goals, and outcomes. The first phase of Southwest Airlines four phase communication plan is: 1.

Preapproval-The change agent will persuade top executives on why a change is needed.

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Urgency

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Data

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Vision articulated (Spector, 2013)

The Need For Change Southwest Airlines executives will inform representatives on the results of the analyzed data collected from interviews, surveys, and behavior observations, the issues detected, and how the information gave rise to the rationale on why a change is needed (Spector, 2013). 2.

Developing the need for change

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Explain problems

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Articulate vision

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Sense of urgency

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Benchmark data

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Steps of plan

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Employee's matter (Spector, 2013)

Midstream Change In the middle phases of change, Southwest Airline customer representatives need to understand the progress that has been made since the change intervention was implemented in the organization (Spector, 2013). 3.

Middle phases of change-Understanding

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Understanding new roles, procedures and responsibilities

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Representatives must remain energized

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Timely, clear messages matter

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Multiple communication channels (Spector, 2013)

Channels of Communication The CEO of Southwest Airlines will record a weekly audio message to representatives that will be available on Monday mornings. Reps can access the message through a toll-free number or via podcast on employee blog (Harrison, 2013). Some communication channels for reps to help comprehend their direct impact on company strategy, and the status of organization progress in reaching goals. 

Digital displays with video in common areas/customer service scores

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Daily communication on customer service and training (Harrison, 2013)

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Microsites-aligning new reps with basic principles

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Seminars-motivational speakers (Harrison, 2013)

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Brochures-new mission, vision, and values

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Videos of employee testimonials-helps reps understand strategies

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Storytelling-Reps sharing stories of how they made a change (Harrison, 2013)

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Change agent blogs (identifying employees who have embraced change)

Confirming the Change Phase In the final phase, Southwest Airlines will plan to communicate and celebrate the new changes that have been implemented successfully (Spector, 2013). 4.

Final phase of change

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Communicate success

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Celebrate each win

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Discuss change experience

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Position company for next change (Spector, 2013)

Conclusion The communication plan enforces employee commitment and creates an environment of energy and enthusiasm. Numerous resources have been provided in the communication plan to address the new changes and impact on the employees and organization. The Southwest Airlines communication plan provides clarity, direction, and during the customer service change process. It encourages leadership, management, and customer representatives to have open, direct, and honest communication that will transcend up and down the chain of command. The plan answers questions about customer service changes. It reduces employee rumors and misconceptions in the organization.

References 2013, April 30). Building connections between employees and strategy. Retrieved from http:// www.prsa.org/Intelligence/Tactics/Articles/view/10168/1077/ Building_connections_between_employees_and_strateg#.Vc7VvlVhBc Spector, B. (2013). Implementing organizational change: Theory into practice (3rd ed.). Upper Saddle River, NJ: Prentice Hall.