Home' HR Monthly : April 2015 Contents 38
FEATURE: media strategy
MEDIA TRAINING TIPS
by former aBc newscaster
HR professionals may
not be targets for media
approaches but if you’re
the focus of media
at tention, it pays to get your
organisation’s point across
with minimal ner ves.
“ Think about what
you might be asked so
questions are not a surprise.
Prepare the most important
things you want to say.”
•Be selF aware
“Develop an understanding
of your body language.
These are elements of our
professional toolkit that
need to be improved, just
like a golf swing. It takes
practice. People can look
at themselves on video and
get constructive feedback.”
•discoVer YoUr Voice
“ We all have a wide range
of natural voices. We need
to access the appropriate
voice for the right
circumstance. Bring a suite
of communication skills to
an inter view.”
Richard Morecroft is
the MC at this year’s AHRI
National Convention .
“ you need to maKe sure
staFF haVe the inFormation
to respond Whether to custoMers
or at a barbecue”
cHristine ParKer, westPac groUP eXecUtiVe, Hr and
obligation and a business imperative. “i deal with the
media in the same way that i’d want to deal with internal
communications, and the fundamental things are to
be transparent and open,” says Paul Begley, ahri’s
national manager of government and media relations.
“it’s not a court of law, but concealing material facts
would be a very negative thing to do.”
“People in my job who try to cover up are doing
the opposite of what they should do because it will be
counter productive, almost certainly,” adds Begley. “if
the media can fi nd an angle on the cover-up, then the
cover-up becomes the story.”
the same level of transparency should be applied
to internal communications. so how can h r ensure
employees are kept informed when a crisis hits?
“staff, in a general sense, are the fi rst stakeholder
group that needs to be told what’s going on,” says simon
Mossman, director of communications and media
training firm Mossman Media.
“even though you might not know what a crisis
or issue looks like or when it may strike, there’s huge
value in planning for the worst and how it will be
communicated,” says Mossman.
One way to do that is to be an active consumer of
news. “even if an h r person doesn’t think there’s
something in the media for them to worry about, it still
pays for them to be across it.”
effective internal communication when a business
crisis is making headlines can help sustain loyalty,
productivity and even retention, says Christine Parker,
Westpac group executive, h r and corporate affairs.
“it’s important that you have aligned and engaged
employees who are advocates for you. you can’t just do
[the internal communication] as a one-off.
“i don’t see hr in isolation from how you run your
broader communications, external and internal.”
Parker says business challenges must be
communicated to employees and followed up with
specific tools. these might include question-and-answer
docu ments, customer information for distribution,
leadership sessions to help people communicate the crisis
to their teams and workshops.
“you need to make sure they have the skills and
information required to respond, whether that’s
to customers or at a barbecue,” says Parker. this
means giving employees the information they
need to confidently articulate the facts and the
company’s position on the matter. “it’s part of the
overall integrated strategy around customer care,
multibranding and sustainability.”
McClellan says companies have a responsibility to
communicate ex ternally and internally during a crisis.
“if a media release is being sent out, send it to staff so
they know what you’re saying. the advantage is having
a constant message. you need to tell everyone the same
thing otherwise you create confusion.”
to hire a person
Lower staff turnover rate
A person with a vision impairment
is more likely to show loyalty to
an employer, giving you a lower
turnover rate and a lower overall
cost of employment.
Due to the access challenges they
face every day, people with vision
impairment tend to be great
problem-solvers, flexible and
Less workplace incidents
People with a disability are far less
likely to have an accident at work
than their peers.
More days at work
People with a disability have lower
levels of absenteeism and use less
sick leave than their colleagues.
Diversity = good business
A more diverse workforce will
effectiveness. It will lift morale and
enhance productivity. In short,
diversity is good for business.
An untapped workforce
You are looking to recruit a new
employee for your business, but what if an
applicant is blind or vision impaired?
Understandably, you may initially question
how they can possibly do the job that you
advertised for – how would they read emails
or find their way to work?
You may also think, “What about
the extra costs and the changes
that I will have to make to my
To alleviate your concerns,
Guide Dogs NSW/ACT has
developed a handy guide to
highlight the benefits of employing
someone who is blind or vision impaired,
and provide solutions to common concerns.
These job-seekers are loyal, great
problem-solvers and can provide an
inspiration to your workforce.
All they need is an opportunity!
To download our free Employers’ guide for hiring
people who are blind or vision impaired please
23/03/15 4:56 PM
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