Making Viva Engage the heart of your internal comms landscape
Places for People
EMEA | Viva Engage Festival 2024
Hear how the Places for People team has created a thriving Viva Engage network that sits at the very core of their internal communications efforts. They’ll share how they’ve nurtured a communication culture that’s built around community, where leaders are present and engaged, everyone has a voice and internal comms is about the conversation rather than the message.
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Today I am delighted to hand over to our next speakers, Steven and Paul from Places for People, who've got a really inspiring story about putting Viva Engage right at the pulsating bloody heart of your communications landscape. When I have chatted with these guys about the work they're doing, I felt inspired. And I hope that you can get some of that inspiration that I feel from Paul and Steven is a great approach that they take at Places for People.
I won't say any more than that. I will invite Steven or Paul to share screen and fire away with your presentation. Brilliant, thanks very much, Pete, that's quite an introduction.
It's very kind of you to play 10 minutes of entrance music as well for us. Oh, sorry, someone's off mute. Awesome, thank you, Pete.
So I'm a group head of internal comms at Places for People and I'm going to kick us off and I'm going to hand over to Steven, who's our senior internal comms manager, but we're just going to talk about, as you said, Pete, about how we use Viva Engage at PFP and what that means for us and what it unlocks. And Steven, if you skip on to our first slide, I'm going to jump straight into the interest of time. I want to give you a quick overview of PFP, what we're creating, what we stand for, but I'm going to make it quick because I know that's not what you want to hear about.
But it's just because it's relevant to our culture and how we do things and particularly to why we use Viva Engage the way we do. So the background to PFP is that we're a group of around 20 companies operating broadly across five sectors, but they're all centred around social and affordable housing in the UK. And so the sectors we operate in, apart from social and affordable housing development, so we build homes for sale, for shared ownership, for social and affordable rent, and we have the largest pipeline of any other house builder in our sector.
So we'll build 15,000 homes over the next five years, which is helping to address the UK housing crisis. We're also in fund management, so we create a return on others' investment through property. We have property management businesses and we're in leisure management as well.
We have over 100 leisure centres across the UK and actually over half of our people, 7,000 of our colleagues, work in our leisure centres. But across the organisation's history, those companies were fairly independent of each other. So there was some collaboration, but they were all very much seen just as separate entities doing their own thing.
So people outside the organisation, even inside the organisation, wondered, for example, why did we have leisure centres when we were a housing company? And the last two to three years has very much been about embedding a new strategy that we've introduced. So this is our Because Community Matters strategy, and it's not a 300 page document that only lives with the exec and sits in a drawer somewhere. It's on a page, it's a strategy on a page, SOAP as we call it, that everyone can understand and has and can refer to.
And that strategy is about unlocking the power of all those companies working together. So behind that shared purpose, Because Community Matters. So we exist as a social enterprise and we create and support thriving communities.
So everything we do rallies behind that purpose. And as a social enterprise, we operate as a commercial organisation, but we're a force for good. So all the profit that we make is to serve a purpose.
It's to serve that purpose. Everything we do goes back to creating and supporting thriving communities, whether that's through investing in our customers' homes or delivering social value. And we delivered £334 million of social value in the last financial year.
And that's through the course of our day to day activities and the additional support that we provide. So that's supporting people with financial hardship, funding and supporting community groups, volunteering, improving health and well-being, digital inclusion, employability skills, those kind of things. So it's something we're really proud of.
And underpinning all that is our people and our custom promises. And I won't go into them in great detail, but they're the commitments that we make to our people as an organisation and to each other and the commitments that we make to our customers as well. So those three things are our kind of cultural trifecta.
So they underpin everything that we do. But that strategy revolves around people and customers and really making things effortless. So we're trying to find the things that are difficult for customers and for our people and removing those barriers.
And our brand is something that we're building from the inside out. It's not a logo and our colours. Those things are important.
But our brand really is the experience our customers have on a day to day basis. So everything we do inside is reflected outside. As well, and that's building the brand from the inside out.
And that's really why we go all in on Viva Engage, because of what it unlocks and enables. It's really Viva Engage for us really is the unlock to enabling that strategy and those people promises and the customer promises to come to life. It completely flattens the organisation.
So we very much take the view that everyone is important. We just do different jobs. And that's something that comes through right from the CEO and something he talks very passionately about.
And because of that strategy and because of Viva Engage and what it unlocks, we really value seeing what our frontline people are doing, the challenges they face on a day to day basis, because seeing it means we can do something about it. And it really enables us to progress that strategy very rapidly. So we've put Viva Engage right at the core of our channel strategy at PFP.
It's not our comms channel that's bolted on to our others. It is the core channel that we use. So we, if there's anything that we want to talk about with all of our colleagues, Viva Engage is where it happens.
It's, you know, any important announcement. So I'm trying to think of some of the things that we've done over the last year, whether it's launching recognition schemes, whether it's announcing to everyone that we're aligning with the real living wage, introducing our new career pathways or acknowledging things that are happening externally in the world or influencing, trying to influence kind of the government's agenda around housing. Viva Engage is where we'll talk about it.
It won't be through email. It won't be through other things. Viva Engage is where we'll announce it.
And we do that because we want the interaction, the likes. But because we go all in, it generates the kind of the interactions that we want. So people know that's where to go to get their news.
And we use a full range of features within Viva Engage to do that. So we're using announcements, feature posts, pin posts. And we know who our influencers are as well.
And we lean into that. So we know who our senior influencers are and we know who our really engaged colleagues are that are fantastic for sparking conversation as well. And we'll do that across our all company feeds and we'll do that in specific communities as well.
And Steve is going to talk about that in a moment. So we also do through Viva Engage a monthly live stream called Drop the Mic. And that's kind of like a chat show format.
It's hosted by our chief impact officer, who's my boss. It's like a poor man's Graham Norton. If anyone in the UK might recognise that reference.
But our group CEO, Greg, is a consistent guest on that. So every month Greg will be there and we'll have other guests that rotate around. And that might be senior leadership.
It might be people that are in our inclusion and belonging groups, talking about diversity. And, you know, the next one that we're planning, we actually have one tomorrow, but the one after that that we're planning in January. We're going to have customers, people from our national customer forums, sat in the audience with us.
Watching it as well as the social housing regulator. So we have a very, very open culture, nothing's behind closed doors. And we're really proud of what we're doing.
We want those people to be involved in that conversation. So you can see there on the on the side of a few other channels in the mix. You know, we do obviously use email.
We do have an intranet. We do big colleague events at different scales and we have lots of local channels as well. But a lot of those things serve to amplify, to curate, to remind and recap some of that content.
So we send a weekly email to the entire company, which is more of a almost more like an in case you missed it kind of channel. And so it would very much be driving people back to Viva Engage where we've already announced our news. And again, it's something we do because we just want to make things easier for people.
And what we don't want is content to get lost. And again, Steve will talk a little bit about some of the ways that we've set up Viva Engage to make sure we can cut through and avoid that whole I can't find it problem that you might have with dynamic feeds in Viva. So I think on that, I'm going to hand over to Steve and we'll talk a little bit about communities and how we've set it up.
Thanks, Paul. Hi, everyone. So, yeah, I'm going to talk a little bit in a bit more detail on how things work.
For us, the starting point for that is around how we built our communities on Viva Engage. So like we put here, the community is the backbone of our conversations on our strategy on a page that Paul mentioned. We talk about we want to change lives by creating and supporting thriving communities.
And we kind of pull that through into Viva Engage as well. So for us, communities sort of lead the way to where we want the conversations to happen. We've created a number of communities that for us, I suppose, are more operational.
So for each of the areas of the business that Paul mentioned earlier that sort of sit within the wider PFP group, we have communities for those. So there's places leisure. You can see that for our leisure centres, plus our social housing side, places management is kind of our frontline repairs and things like that.
We have a people managers community. And the idea of that is sort of where we can structure those conversations so that we allow those conversations to happen in the correct place. But one of the key things I think that we have consistently across all our communities is that these are open communities.
So they're not locked down. So anybody can join them. There's no barrier to entry.
If people are interested in that area of the business, they can join the community. It's not just for the people who work in it. And it's really designed, I suppose, to try and break down the silos that can happen, especially in a business like ours with lots of different sections.
And I think what else we find that plays really well with having open communities is that you don't have to be a member of the community for information to sort of be presented to you. So, you know, if you're connected with somebody in the community and they're part of the leisure community and you're not, if they comment on content within the leisure community, it shows in your feed. So we're sort of able to like sort of force collaboration on people and make sure that they're sort of understanding what's happening in the wider business, not just in sort of the echo chamber.
I suppose that sometimes can happen if you just if you just sort of work in the area that's all about you. The content, the communities can be created by anybody. So we have communities that we've created and most of those are the ones with the blue ticks to show to people that they're sort of official communities.
But then there are other communities available that, you know, anyone can join. Obviously, we've got the obligatory pet community that I think is legally everyone who uses Beavergage has to have a pet community. We've also got food community, photography community, you know, things that people really are passionate about.
It's not stuff that, you know, ties into our strategy. But I think it's the stuff that people really enjoy taking note of and, you know, getting involved in the conversation. And similarly with the inclusion of belonging community, you know, that's a place where people can really sort of focus on that area.
And it's something that we're really passionate about, places for people. So while a lot of conversations happen in that community, we then take that information out into the wider business and share what's going on. And I think one of the ways we do that, and often when I talk to people in our Beaver engaged community, they'll ask me like, you know, how do you make sure people are seeing the information that you're sharing, the comms that are going out, if that's the way that you communicate? And what we've done is create the One Community News community.
So that's a community that everyone is a member of. No matter as soon as you join Beaver Engage, you're added to that. But the only people who can post in it are the internal communications team.
And we post as the One Community News account. And that's where we do all our big announcements, all our big posts. Any key information that colleagues need to see will be posted in there.
We can even do it as an announcement, a feature post or just a normal post. But what that means is that colleagues can know that if there's one community that they definitely need to go and have a look at, it's the One Community News one, because that's where the key information is going to be. And it centralizes it all.
We do occasionally do announcements and other posts in the other communities. So if something that's specifically about leisure, we'll do an announcement in the leisure community. Same for social housing, our places management.
But then we will take it back into, we will cross post it again into One Community News as well. So that people can see it. And Paul talked about sort of the open culture that we have.
And I think that open culture, the best way to describe it and to sort of spotlight it is the ExecUpdates community. So I didn't quite, when I first joined PFP a year ago, I didn't quite believe that the ExecUpdates community existed. It's something I've been asking at companies for decades and no one has ever been able to do it.
So basically the ExecUpdates community, after every Exec meeting, one of the Exec members is tasked with posting about what was discussed at the Exec meeting. Who was out there, what decisions were made, what happened at the meeting. So one, I think it's amazing that we do that.
Because everyone can see what's being discussed at the top table. And can give feedback and share ideas and things like that. But also what's really nice is that these aren't just minutes.
They're not just the meeting minutes that are posted by the person. It's their sort of impression of it. So it gives a bit of personality to the Exec team as well.
It's really interesting, it's quite funny. Like they all have like a little bit of fun with it. They make a little bit of jokes about the Exec members and it really humanizes them.
But yeah, it just opens up, I suppose, the conversation that happens. That in most organizations, I suppose, happens behind closed doors. And no one gets to hear about it.
So yeah, so I think I'd say we've created a lot of communities. The One Community News one sort of breaks down that. I can't find that information.
But everything that we do sort of promotes that open culture that we've got. We've also worked really hard with our leaders. To try and sort of make sure that as many of them as possible are in this top right quadrant.
Which is sort of the trust. And we're really lucky that the vast majority of our leaders. And definitely our Exec are already in the trust area.
They're really positive about using Beaver Engage. A lot of them are great communicators already. And they just need sort of nudges and support.
Rather than sort of forcing them to go on there and post. So yeah, so I think I borrowed this from SWOOP. I would say out of our entire Exec.
Most of them sit in the top right quadrant. Our CFO is probably the only one that doesn't use Beaver Engage. But he does get to pass.
But I think the one big benefit for Andy, who's our CFO. Is that he's an amazing presenter. So actually, while he's not big on Beaver Engage.
When we do in-person events or roadshows or conferences. He will be one of the first people who get up on stage. And his ability to share his personal stories.
And link it back to the business is second to none. So he sort of engages in a slightly different way. So he gets a pass on Beaver Engage.
But in terms of our leaders. We probably do have one that sits head and shoulders above the rest. On this quadrant, he would be far out of the top right.
Above, far above trust. I don't know what comes above trust. But he would sit there.
And that's definitely our CEO, Greg. So Greg is unlike any leader I've ever worked with before. He is, he enables everything we do across the business.
He's incredibly supportive of the communications team as a whole. But certainly Beaver Engage. He launched Beaver Engage.
He's used it in a few different organizations. One of the first things he did when he started. Was, you know, turn on Beaver Engage.
And tell everyone that was the way that we needed to start communicating now. He leads from the front. Without doubt, he's incredibly supportive.
He's allowed everything that we've achieved to happen. And I think the best way to show that. Is kind of give you a few stats around Greg.
So these are from October this year. Greg is our most active user on Beaver Engage. By over double the second person.
He's our most influential user. By three times over anybody else. He is, you know, the leading edge of Beaver Engage.
He is constantly on there. And I think in terms of content. It's interesting to sort of talk about the kind of content that he used.
So I would say 95% of the content that Greg creates and posts. Is probably represented in these three posts. So one in the middle is Greg's current running challenge.
So Greg was diagnosed with type 2 diabetes. And sort of changed his life around. And got into running in a big way.
And I think you'd have to say he's militant about running. He runs every day. He will not start the day without going for a run.
And he's very passionate about it. So he posts a lot about that. He also, as part of that running.
If he's in an office. He does a lot of travel. You can contact his EA and go for a run with him.
So he always takes a selfie with the people that he's running with. And posts about that. And he's got a dog.
So he always posts about his dog. So that's probably the main content. He very rarely posts about what it's like to be a CEO.
Or, you know, the meetings that he's in. It's more about who he is as a person. And the things that he finds interesting.
But I would say that's probably only about, you know. 5% of Greg's involvement in Veebra Engage. I'd say the other 95%.
And the vast majority of what Greg does is comment. He will comment on everything. He will read everything that's going on on Veebra Engage.
He's pretty much a member of every community. He's on, you know, he's on his phone. Scrolling through a lot.
He's commenting on people's posts. I think what Greg's amazing at. Which I've worked with many senior leaders before.
And tried to help them understand. Is that in places like Veebra Engage. You don't need to lead the conversation.
As a CEO, certainly. You don't need to lead the conversation. You just need to be part of the conversation.
And I think, you know, the value. Greg understands the value of the CEO. Just posting wow underneath someone's post.
Doesn't need to be a big strategic post. That's, you know, 500 words. That goes into huge detail.
About what the next 10 years is going to look like. Just posting wow under someone's post. When they've posted a picture of something they've done.
Is incredibly powerful. And Greg does that over and over and over again. And really sort of drives everything that we do.
And I've grabbed this. This actually happened this morning. So I've grabbed it to give you an idea.
Greg posted this in our Places for People Scotland community. So this is just for colleagues who work with our Scotland teams. There's about 400 people in that community.
And Greg's posted that he's hosting a Christmas party. At his own house. And has invited everybody to it.
If people want to come. So this is him basically saying. We're having a Christmas party.
You're invited. Everyone's invited. RSVP me.
And let me know. Which is mad. And we're all now trying to work out.
How we can get to Scotland on the 14th of December. To go look at Greg's house. But I think what it shows.
Is that Greg is completely bought in. Bought into all of this. He's just a normal person.
I think he leads from the front. So it sort of drives the rest of the activity. From the exec.
The expectation is that. I'm not suggesting that they're all going to be. Inviting all colleagues to their houses for Christmas parties.
But there is that expectation. Greg's doing it. Then everyone else should.
And we sort of support that. Through things like. We do monthly measurement.
Around sort of the most engaged users. On Fever Engage. From a leadership level.
That Greg sees. And it's not that he tells people. That they shouldn't be at the bottom of the league table.
But if you're at the bottom of the league table this month. Maybe don't be at the bottom of the league table next month. And he just drives that.
So I think me and Paul were talking about. When we were talking about this presentation. We didn't want the presentation to come across.
Just get yourself a Greg Reid. But it does really help. If you can get yourself a Greg Reid.
But I think what Greg kind of shows. Is that it's not. It doesn't have to be too difficult.
When you're at that level of the business. And that senior. I think it's as simple as a couple of likes.
A post about wow. And all that kind of stuff. And like I said.
Greg's driven that. And I think that his approach. And then the approach that we've supported with.
Has created this culture. Where Beaver Engage comes first. That is the first thought.
For a lot of our colleagues. And our senior leaders. And people now go there.
The rest of our colleagues go there. And that's for a number of different reasons. And you know those reasons.
Can be good, bad. Bad and ugly. So we thought we'd sort of finish up.
Before we get into questions. With just a few sort of examples. Of the good, the bad and the ugly.
And then we can sort of. Bring it all together at the end. I think so yeah.
Paul I'll pass back to you for the good. Brilliant. Thanks Steven.
I mean you can imagine. When we woke up this morning. And looked at Beaver Engage.
And saw Greg's post. Inviting people to his house for Christmas. Christmas party.
Just on the day. That we're doing this presentation. Couldn't make it up.
So it had to find its way into there. But as Steven said. There's so much content.
Across Beaver Engage. And we kind of look at it. For the concept of this.
As good, bad and ugly. So much good to choose from. It's hard to choose.
Just a handful of posts. So we narrowed it down. Just by searching for.
The power of Beaver Engage. And these are some of the posts. That came up.
Where colleagues have shared. How Beaver Engage has helped them. In some way.
So we've got one colleague. Who posted really openly. About how disappointed he was.
That he hadn't made it. Onto a management development program. But what that led to.
Him being open in that way. Was several other colleagues. Reached out to him.
And offered opportunities. That would help him get ready. For the next time.
So he spent time. Shadowing other departments. And other teams.
And just broadening his skills. And developing those. So he can be in a place.
To be ready for the next intake. We've got Gillian. Down the right.
Who leads our volunteering efforts. And lots of our community initiatives. She needed help finding a venue.
And leads for a charity meeting. So he came to the rescue on that one. And then Dre.
In the bottom right there. Works in our contact centre. He shared a suggestion.
How we could improve the process. And did that on Beaver Engage. And that caught the eye.
Of our strategy director. Who invited Dre. To then present his proposal.
To a futurist group. So not only that. That opened up a development opportunity.
For Dre. But also helped to. Take his idea forward.
And all of those things. Have happened out in the open. Which just encourages more.
And just encourages more. And it's a really positive cycle. That's helped our network to grow.
And we don't take ourselves too seriously. Either we like to have fun. In everything we do.
And drop the mic. Is a really good example of that. And what we've recently doing.
Is coming up with some teaser films. As part of that. To tell people.
What's coming up. On the next edition of drop the mic. And we've been hooking.
On to whatever's topical. On social. To have a bit of fun with it.
So if anyone knows. Curry's retail in the UK. Did a recent Gen Z reel on Instagram.
We hopped onto that. So our poor man's Graham Norton. There in the bottom left.
Was our Gen Z. OAP for the day. Obviously Steven and I. Didn't write that script. We drafted our Gen Z colleague.
I think it's also on the call. To help us with that. So thank you Holly.
But that was one of our most likes. And well we see things we've done. And we just have fun with it.
And it's just I think. I guess what's coming out through this. Is that Viva Engage.
Is just an extension of who we are. And going back to what we said. At the start of the call.
It's not a additional channel. That's bolted on. It's a full and accurate reflection.
Of who we are. And everything we do. And how it plays out.
And going back to what Steven. Talked about with Greg. That is just who Greg is.
And Viva Engage. Just an extension of that. That lets everyone see it.
As well. So that's a few good things. That come from our Viva Engage.
And I'll let you read into this. What you will. But Steven's going to do the bad.
And the ugly. Yeah no pause. Pause on good.
And so yeah. I mean the bad. I've titled it as bad.
But I think bad is actually. This stuff is where the gold dust is. This is where the real strength.
Of communities come to life. When colleagues feel brave enough. To be able to.
And comfortable enough. To be able to share. Open and honest views.
About what's going on. Across the business. Or decisions that have been made.
I won't go into too much detail. On these two. But I mean the one on the left.
Was we made an announcement. That we were going to change. The job titles of our place managers.
Back to housing officers. We thought that was the right idea. I managed director Rachel.
And sort of listened to a few colleagues. And thought that was the right thing to do. Announced it on Drop the Mic.
And Viva engaged little with feedback. That that was not a good idea. That their people didn't want that.
As their job title. And I think you know. Very quickly we realised.
That something needed to happen. I think there was you know. In a normal organisation.
I think a lot of that feedback. Wouldn't have been in such a public place. And we wouldn't have known about it.
So we were able to move quite quickly. I think you know. We had a conversation.
We agreed that we were going to pause. The name change. And go back out to people.
And have a conversation with them. And understand what job title. They would like.
And what they thought would work best. And you know. We were very open with that.
Rachel went on to Viva Engage. Posted about it. Let people know.
That was what was going to happen. And since then. We've gone back out.
Had the conversations. We've found a new job title. That works for everybody.
And those jobs. And changed those job titles. So it was.
While you know. The feedback wasn't great. What it allowed us to do.
Was be able to understand. How colleagues felt about it. Very quickly.
And make that change. Rather than just sort of ploughing on. And the same on the right.
I think the right was you know. Someone struggling with. Getting a DBS check.
On experience. But I think that. The key bit about this.
Is the new man. Who's the first person. Who's posted works.
In our risk team. He's commented. And tagged in.
Karen Halford. Who's our chief people officer. So rather than just.
You know. Posting you know. Tagging it in.
Or trying to answer it. Tagging a you know. Someone from the people team.
Or something like that. No one's just tagged in Karen. And that happens quite a lot.
Is if a topic gets raised. And someone's asking a question. I wasn't happy about it.
The the exec member for that. That looks after that. Will be tagged into it.
And the expectation. Is that they will come on. They'll respond.
And they'll sort of you know. Try and get it sorted. And try and get it fixed.
And I think you know. Karen at the bottom of that post. She says thanks for posting.
It's really helpful. Hearing the feedback. Good and bad.
And that definitely is. Sort of culturally. Where we are as a business.
Is that you know. Colleagues feel comfortable enough. To be able to share their views.
And share their opinions. And I think you know. Once once we've got to that point.
I think you know. Have we had some moments. In the last you know year.
While I've been here. Where where we've had posts. That were a little bit like.
Oh I'm not sure. That should be there. We probably have.
But we've not removed any. We've only removed one. I think in the whole time.
I've been here. And that was for. For slightly separate reasons.
I think you know. Most of the time. With comments.
That like that. They either get self-policed. By other colleagues.
Or an exec member. Will come on and be like. Well why don't we have a chat.
I'll give you a call. The amount of times. I've seen exec members.
Post on people engaged. And I'll give you a call. And we can talk about this.
It's just you know. It's just it's just. We're open to the.
To every kind of feedback. That's available. I think once colleagues.
Feel comfortable with that. Then then we can go. Get into what.
I've tagged as ugly. But I think what. What I mean by ugly here.
Is it's things that can. Sometimes be difficult. For people to hear.
Or uncomfortable. Or maybe challenge people's beliefs. Things that people like.
Are passionate about. So you know. We've got two examples here.
One's Kitesh is the. Sponsor for our cultural. Diversity inclusion.
Belonging group. Talking about a conversation. He had with his daughter.
During the recent. Well not the recent. The riots that happened in the UK.
Earlier this year. And Lisa on the right. Was sharing a story.
About a friend. Who'd unfortunately. Commit suicide.
And passed away. And I think the reason. I wanted to share these.
Is because I think. This is this is where. We start to see like.
Sort of people bringing. Their their real life. And into deeper engage.
And into our community. I think you know. People feel comfortable.
To share things that mean. That are important to them. I think we certainly.
At PFP we don't expect you know. People are going through. A lot of different things.
A lot of times. And the expectation. Isn't that whatever.
Happening in your personal life. Stops when you're. Open your laptop.
You know something's. Happening coming. Coming so you can.
Share it on Viva Engage. There's 13,000 colleagues. The likelihood of someone.
Going through what you're. Currently going through. Is pretty high.
The likelihood that someone. Has already gone through it. Is it's probably even higher.
So like we sort of. Create we push a culture. That allows people.
To sort of share those things. And not feel sort of shy about it. Better to share it on Viva Engage.
And get feedback. And support from people. Then hold it to yourself.
Or just share it with. One or two other people. And I think for me.
While it's sort of. The good the bad the ugly. I think for me.
A good Viva Engage community. Probably needs a bit of. All three of those these things.
You know a good balance. Probably shows a strong community. I think if you just got good.
If all you've got is good. On your Viva Engage community. I think you've probably got.
People not not potentially. Feeling confident enough. To be able to share the real.
The real truth. And I'm worried about. The response to that.
If all you've got is bad. Then you've probably. Got a bit of a cultural problem.
And you might need to have a. Might need to have a look at that. But I think if you get to a point. Where you've got a nice mix.
Of the good and the bad. Then that's when the sort of. Really meaningful moments happen.
And while I've had them as ugly. I think sometimes. They can be quite beautiful.
In terms of the way. That they create communities. And bonds across the organization.
So yeah so that was. I think everything so. Anybody got any questions? Well I am afraid.
I'm going to be the. No time for questions. I was thinking.
I should jump in. And make space for questions. But I actually.
The content was so. Intriguing. Interesting.
Inspiring. And there's a bunch of. Comments in the chat.
And as a whole lot of questions. For you in the Q&A. If either of you have got time.
To stick around. And have a bit of a trawl through. And answer the questions in there.
I can do that. Yeah thank you. Thank you so much.
Really really. Fascinating. Case study.
And I love. Personally the thing that resonates. With me most is.
The focus on culture. And Viva Engage. Is that a place.
That really brings alive. And shines the light. On the culture of the organization.
Thank you both so much.
Meet the speaker:
Paul Hickson
Group Head of Internal Communication
Places for People
Steven Murgatroyd
Senior Internal Communications Manager
Places for People
