Students are required to answer the following questions regarding the company of choice done in the middle assingment assignment. In my case is nestle, in the two attachmentz that i will send first will be the explanation of the wuestian wich should be at least 1500 words and the rubrics, the ther file conatns my middle assingment assingment which explains what i did regarding the company of choice which is neslte. BCO323 ORGANIZATIONAL COMMUNICATION FINAL Task brief & rubrics Task: Written summative assignment Develop professional answers to the following organizational Communication situations This assessment is a written submission exam and will be released in week 13 of the course. Students are required to answer the following questions regarding the company of choice done in the midterm assignment. 1. How could you improve formal internal bidirectional communication of the company? 2. How could you apply the use of new technologies to improve the communication with your key targets and evaluate your campaigns? 3. Would you recommend implementing a 360º feedback among employees in your Communication Plan? Why? a. If the answer is yes: What would be one of the key questions that you will include? b. If the answer is No: What type of feedback would you recommend? What would be one of the key questions that you will include? 4. Imagine the company has to face a crisis because an employee has published fake news about your company that became viral. a. Make up the headline of the news that became viral. How would you proceed to address the situation? 5. Imagine your company has acquired a smaller company and you have to integrate and consolidate the new team from two different cultures. How would you proceed? The report should be in word document format and must be uploaded to a Turnitin folder created on the course Moodle platform. Formalities: o o o o o o Timed controlled assessment. This assessment must be launched 48 hours before the deadline. Word: Students will not have a specific word count Answer using 1 page maximum per question Font: Arial, size 12,5 Text alignment: Justified The in-text references and the bibliography have to be in Harvard’s citation style. Submission: Week (13) — Via Moodle (Turnitin). Submission deadline Sunday 9th May 2021. Weight: This task is a 60% of your total grade for this subject. It assesses the following learning outcomes: Outcome 1: Understanding market trends and competitors Outcome 2: Understanding competitive advantage Outcome 3: Understanding brand strategy Outcome 4: Understanding metrics and marketing control Rubrics Application (30%) Student applies fully relevant knowledge from the topics delivered in class. Key message, onboarding, mission, vision, values, outside and inside corporations, policies, ethics, change behavior Good 80-89 Student demonstrates good understanding of the task and mentions some relevant concepts and demonstrates use of the relevant vocabulary. Student applies mostly relevant knowledge from the topics delivered in class. Key message, onboarding, mission, vision, values, outside and inside corporations, policies, ethics, change behavior Critical Thinking (30%) Student critically assesses in excellent ways, drawing outstanding conclusions from relevant authors. Student critically assesses in good ways, drawing conclusions from relevant authors and references. Communication (20%) Student communicates their ideas extremely clearly and concisely, respecting word count, grammar and spellcheck Student communicates their ideas clearly and concisely, respecting word count, grammar and spellcheck Knowledge & Understanding (20%) Exceptional 90-100 Student demonstrates excellent understanding of key concepts and uses vocabulary in an entirely appropriate manner. Fair 70-79 Student understands the task and provides minimum theory and/or some use of vocabulary. Student applies some relevant knowledge from the topics delivered in class. Misunderstanding may be evident. Key message, onboarding, mission, vision, values, outside and inside corporations, policies, ethics, change behavior Student provides some insights but stays on the surface of the topic. References may not be relevant. Student communicates their ideas with some clarity and concision. It may be slightly over or under the wordcount limit. Some misspelling errors may be evident. Marginal fail 60-69 Student understands the task and attempts to answer the question but does not mention key concepts or uses minimum amount of relevant vocabulary. Student applies little relevant knowledge from the topics delivered in class. Misunderstands are evident. Key message, onboarding, mission, vision, values, outside and inside corporations, policies, ethics, change behavior Student makes little or none critical thinking insights, does not quote appropriate authors, and does not provide valid sources. Student communicates their ideas in a somewhat unclear and unconcise way. Does not reach or does exceed wordcount excessively and misspelling errors are evident. Nestle communications plan: strategy and agenda kick off Contents Mission & vision analysis………………………………………………………………………………………………….. 1 Values…………………………………………………………………………………………………………………………… 2 Department in charge of the strategy ……………………………………………………………………………….. 2 Main objectives and strategies …………………………………………………………………………………………. 3 Internal communication ……………………………………………………………………………………………………. 3 Strategies ……………………………………………………………………………………………………………………… 4 Key messages………………………………………………………………………………………………………………. 5 Onboarding …………………………………………………………………………………………………………………… 5 External communication …………………………………………………………………………………………………… 6 Agenda for each key stakeholder …………………………………………………………………………………. 6 Schedule for external communication ………………………………………………………………………………. 8 Schedule for internal communication ……………………………………………………………………………….. 9 References …………………………………………………………………………………………………………………….. 10 Mission & vision analysis Nestle’s mission statement is ‘the world’s leading nutrition, health and wellness company. Our mission of ‘Good Food, Good’ Life ‘is to provide consumers with the best taste, the most nutritious in a wide range of food and beverage categories and dining occasions, from morning to night.’ This statement indicates that Nestlé ranks its customer experiences at the top of its priorities. It covers these main points (Nestle, 2020): • Boost health • Improve lives • Improve communities For years, Nestlé has been recognized for its diligence in ensuring that all the food products it produces meet minimum sanitary standards and requirements. The company does this to ensure that it keeps everyone safe from contamination while at the same time offering quality food to meet their needs. In addition, on the second point, Nestlé recognizes that the physical, social and economic stability of people comes first before other profit objectives. By doing this, Nestlé has consistently advanced the overall health of the communities. Values Nestle Core values are those pertaining to a “full legal compliance” approach. They encompass honesty, fair treatment, integrity and respect. It is no wonder that Nestlé has managed to cultivate positive practices among all its staff in all corners of the world. These guiding principles encourage getting it right while adhering to approved processes. It also emphasizes the presence of proper interrelationships between the different parties as well (Ponzi, Fombrun and Gardberg, 2011). Considering the above, I would recommend that Nestle adheres and continues to embrace its mission, vision and corporate values. They have worked quite well and deliver a truthful and unequivocal message which has no reason to be changed. Department in charge of the strategy I would recommend that the public relations department be in charge of the corporate communication plan. This is due to the fact that the public relations department is the administrative area responsible for external communications by the company, and therefore for the relationship between the firm with third parties. In this sense, the PR department plays a strategic role, since it is in charge of coordinating with third parties everything related to the position of companies with suppliers, environmental policies, hiring policies, campaigns against discrimination and actions fair and transparent competition (Ponzi, Fombrun and Gardberg, 2011). On the other hand, the internal communications department should be the area responsible for communications within the company. According to studies, most areas of human resources within companies have processes led by Human Resources to disseminate the series of internal communications that are aimed at employees, managers and administrative staff. It is important that this area is in charge of the coordination of internal communication because there are certain things and highly sensitive information that need to be managed and adapted so that it can be correctly understood by everyone and not filtered through external channels. Main objectives and strategies Internal communication Intranet: the main strategy behind this internal communication plan is to establish and consolidate a good practice of updating information, content and recognition of policies for all employees. Nestlé is a giant multinational that operates in more than 100 countries and has more than 352,000 employees. Therefore, it seeks the objective of ensuring that employees and collaborators are aligned to the same objectives, know the more general goals of the business and are directed towards a good practice of constant updating in such a way that allows them to update and grow within the company’s business. Strategies First, the internal communications area must create a transversal team, which must be known as a team that can interact with all areas and centralize the messages that are intended to be sent to all collaborators. This will be the heart of communications at Nestlé and should be carefully selected so that it can cooperate with other functions and departments. The idea is that with this collaboration between teams and transversal work agendas are built and the communication objectives are carried out. The main role behind the communication team is to use different communication channels to ensure that there is credible and consistent communication towards the internal audiences of the company. They will be in charge of deploying the tactics of: i) counseling, ii) strategy & planning iii) mentoring and training and finally iv) training. All these activities will seek that there is an adequate level of engagement and sufficient proactivity. In this sense, some channels that can strengthen internal communications are: • Corporate content & digital creation: refers to the creation and sophistication of digital content sent and managed directly through corporate web pages and the employee information system (intranet). The strategy seeks for the team to leverage this and new digital tools so that it reaches each collaborator, and that each worker has a unique, personalized account and a newsfeed in which they can explore progress and updates to the corporate mission and objectives of the company. • Employee bulletins by area: bulletins should be sent periodically to employees in cases where there is no availability of virtual communication to overcome technological barriers, especially in countries with little connectivity or technological infrastructure. The newsletters may also circulate freely in the subsidiaries’ facilities and must be easily accessible and public for the consultation of any collaborator at any time. • Accompaniment sessions, forums and workshops: the communications team must manage socialization and involvement sessions in which it is expected to make the company’s policy, changes in strategy and new administrative guidelines known to employees. The idea is to carry out mentoring and counseling sessions to prepare and train employees with sessions of knowledge and understanding of the main points of the strategic pillars. • Task forces: are specialized agendas and initiatives that respond to a particular need in the organizational field. In this case, the task forces will be attended to gather valuable feedback from the employees and adequately monitor the development of corporate communication (Shamma, 2012). At this point, the task forces must indicate whether the deployment of the communication policy is generating the desired impact and is achieving the expected results. Key messages The main messages behind this communications campaign will be focused on supporting the new culture at Nestlé of updating and developing the collaborator. For this, a focus will be given to the messages of empowerment, self-learning, open mind, updating, innovative capacity and creativity. All of these will be the key pillars behind a communications plan that seeks to ensure that employees become more and more immersed in the vision of the company and that they can learn skills that will help them develop the business objectives of each area involved. Onboarding The onboarding program for new hires is a key moment and opportunity for Nestle to leverage the intranet and technology infrastructure. An enjoyable digital space must be provided in which new members are led through a process in which they can learn about the main highlights behind the mission, vision, organizational culture and regulations and codes of ethics of the company. Companies with robust intranets in the onboarding process such as Blackboard and Starbucks often use the intranet as a guide to the employee, and it allows them to know not only the basic details of the company such as the organizational structure and geographical presence, but also gives them the option to navigate through the entire history of the company, discover the strategic pillars and understand the vision (Ponzi, Fombrun and Gardberg, 2011). Finally, messages of solidarity, tolerance, acceptance of difference, meritocracy, non-discrimination, teamwork and honesty will be key attributes that should accompany new employees in the onboarding process. Naturally, it is expected that the intranet and the technology platform will be responsible for disseminating internal policies, the code of ethics, and organizational values to all new employees, and giving them a very clear view of the type of culture that is promoted within Nestlé. External communication External communication is primarily aimed at targeting relevant stakeholders. Communication with stakeholders, as mentioned above, will be managed by the Public Relations area, since this is the department that has the responsibility of targeting stakeholders, maintaining the company’s reputation, and improving customer perception. and ensure that the corporate strategy and the actions of the company have a high level of congruence. Agenda for each key stakeholder Local communities. The first group is made up of local communities. At this point, Nestlé must consider engaging with local citizens to promote proper corporate citizenship. At this point, one can think of television guidelines that emphasize the non-discriminatory hiring policy, and an approach open to all nationality, gender, race and sexual orientation of individuals. The most relevant channels to be used in relation to this group are online, broadcast and print media (Shamma, 2012). Consumers. The second group is a subset of the first, and refers specifically to the group of local citizens who have the consumer profile or target audience for Nestlé products and services. That is why this strategy must be accompanied together with the Marketing area since what is intended is to improve the perception that consumers have about the company and therefore, the brand. The construction and improvement of this Brand equity should be leveraged especially by social media. Guidelines and interactions in massive networks such as Facebook, Instagram and YouTube will be necessary for the company to maintain constant communication with its followers. This communication is not only desirable from the marketing point of view to carry out promotions and branding campaigns, but also to listen to customers from a different perspective and collect the main feelings they have in relation to the company and the different brands. Providers. An important group is suppliers and they are part of the public relations coordination strategy. Communication with suppliers must be clear, regular and transparent. At this point, Nestlé seeks to capitalize on an approach that allows it to share best practices, align joint strategies within the value chain, and develop joint agendas. For example, the successful public relations plans of both Nestlé and companies such as Starbucks have been able to coordinate high-impact projects such as the selection of suppliers under the Fair Trade scheme, verification of environmentally sustainable policies and the purchase of inputs only from companies that have certified practices aligned with international CSR commitments (Shamma, 2012). Government entities: this block includes all state entities and agencies such as the Internal Revenue Service, Food and Drug Administration, and the Securities and Exchange Commission; among other. This interaction with these entities will allow Nestle to gain legitimacy and credibility in front of audiences. They will also give you high prestige by collaborating with the authorities on multiple corporate flanks: public affairs, taxes, defense of consumer rights, unfair competition, environmental policies and quality control. All these points may be topics for the development of the communications agenda and will give a high value to the company since it will make it clear that it has a commitment to be a genuine corporate citizen and collaborate with local authorities in different disciplines. Non-profit organizations: the last group of interest is made up of the non-profit organizations with whom Nestlé currently works closely, especially in relation to the selection and filtering of local suppliers, purchase of supplies and food certifications. Closeness with NGOs is a valuable strategy because it gives Nestlé the advantage of not being a target of siege by bad publicity, but on the contrary, it allows it to enjoy good public relations that increase the value of the brand. In addition, close relationships with NGOs considerably reduce the legal risk of being involved in lawsuits, disputes, litigation or any indication that causes controversy before the law or public opinion. Schedule for external communication Preferred Stakeholder Communication Objective Campaign name Duration channels green Green Ensure procurement, Suppliers procurement 1 month TV, social media, sustainable practices campaign billboards and environmentally Disclosure friendly actions of business policies Fair trade 2 weeks 2 months Nondiscriminatory 1 month employment Consumers & local communities Enhance visibility and policies TV, social media, raise awareness on Customer influencers sound practices business centricity and 2 weeks product safety Quality control and hazard/waste 3 months reduction Local Blogs, forums, Ensure collaboration Tax compliance 2 months authorities news articles, with 2 weeks authorities Audit public annual across multiple topics Joint reports and affairs environmental 3 months strategies Climate change campaign NGOs Blogs, forums, news articles, public annual reports Collaborate NGOs with to meet corporate objectives Environmental footprint reduction Disclosure 1 month 2 weeks of employment 3 months unbiased processes Schedule for internal communication Preferred Internal Communication Objective audiencie Campaign name channels new Awareness Ensure New Intranet, employees newsfeeds collaborators aligned and aware of Introduction the culture, Provide Intranet, Existing staff sessions, task forces, forums departments & Intranet, sessions, task forces, forums and of are vision, mission to values corporate culture and strategy Functions Duration Code of ethics counseling New content training with personal regards to corporate development agenda Deepen 2 weeks 2 months 1 month 2 weeks Feedback 3 months Follow-up 2 months employee training sessions skills and knowledge 1 month Nestlé employee university 2 weeks 3 months References Argenti, P. and Druckenmiller, B., 2004. Reputation and the Corporate Brand. Corporate Reputation Review, 6(4), pp.368-374. Cornelissen, J., 2014. Corporate communication. Los Angeles: SAGE. Robbins, S. S., & Stylianou, A. C. (2003). Sitios web corporativos globales: una investigación empírica del contenido y diseño. Información & Gestión, 40(3), 205212. Shamma, H., 2012. Toward a Comprehensive Understanding of Corporate Reputation: Concept, Measurement and Implications. International Journal of Business and Management, 7(16). Ponzi, L., Fombrun, C. and Gardberg, N., 2011. RepTrak™ Pulse: Conceptualizing and Validating a Short-Form Measure of Corporate Reputation. Corporate Reputation Review, 14(1), pp.15-35. Varma, G. R., & Ravi, J. Strategic Analysis on FMCG Goods: A Case Study on Nestle. 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