Where is bp Oil now?

The honest answer is: about a third of a way along the road. The complete communication process, from identifying management messages, to delivering them, to getting feedback on them is now well understood if not well practiced right round the world. As one BP Oil manager commented:

‘There is no place left to hide.’

And he was not referring to the open-plan office. However, among the blocks to communication are:

• the ‘not invented here’ attitude;

• time pressure on managers who do not make the connection between making time to communicate with their staff and the bottom line;

• absence of any penalty for not communicating;

• lack of guidance, coaching and training for poor communicators;

• too many messages/lack of focus on the message.

Work is now in progress on the need to focus on the few messages that really matter. The BP Group, BP Oil, each BP Oil geographical division, country, function, department and team has messages all vying for attention. What are the messages people really need to do their jobs?

There is no easy answer, and it is not an answer that a head office can or should provide. So the BP Group as a whole right now is engaged in the next step. It has formed a team of communication professionals and line management, drawn from all three businesses. They work closely with each other and with their colleagues in all parts of the world to enhance BP’s reputation. Their brief is a wide one. It takes in employees and financial analysts, the press and the environmentalists.

They do however have the advantage of support from top management. Even the most empowered organization needs reassurance that it is doing what senior management wants it to do. Former BP Group chief executive David Simon stated publicly that communication is one of the three skills management must practise (the other two are coaching and visibility). New chief executive John Browne has let it be known that employee communication is the ‘hot button’ the Group needs to press to continue delivering performance.

BP Oil completed a review of the lessons learned from downsizing head office. The review included a survey of communication best practice. They found the following.

• Use face-to-face communication by line management as the primary method of communication (seek training if necessary).

• Involve ‘professional communicators’ at the outset and throughout to help identify the messages, to help deliver them in the appropriate way to the various targeted audiences, to provide feedback on how well the messages have been understood and to provide feedback on grassroots concerns about them.

• Explain and establish the business case for the event to staff.

• Identify and communicate the positive changes that will result from the event.

• Co-ordinate the timing of communications to staff in different teams to avoid potentially demoralizing rumours spreading in advance of formal announcements.

• Do not speculate: this leads to increased uncertainty among staff.

• Allow as much time as it takes for people to talk through whatever they want to talk about.

• Communicate with staff in a clear, honest, consistent and timely manner.

This checklist holds good for any communication process, not just the painful one of communicating the need to make people redundant. There is nothing revolutionary or new about any of it. But then, as one BP Oil director put it:

‘It’s not rocket science. It’s more difficult than that.’

(Anne Gregory. Public Relations in Practice. – Kogan Page, 2001. – P. 35-50)