Getting the message across is a staple of the FM’s duties, so for Ian Broadbent when it comes to communicating — while retaining the human touch — no job is too big
27 January 2006
My employer, Hallmark Cards, is a privately-owned American business although the international operation is run from Bradford. I have been fortunate enough to spend two weeks a year with my American counterparts in Kansas City during the spring, with their return trip to the UK generally being in “the fall”. We celebrated their most recent trip to the UK with a Friday-night pub crawl before ending up in a fish and chip restaurant.
A British friend tried to explain to the visitors the rules of cricket and another described how to make mushy peas. Both parties were confused with words and phrases such as boot/trunk, gear stick/shift stick and pavement/sidewalk. But we learned a lot about the way the other works and have saved a lot of wheel re-inventing by sharing policies, procedures and other relevant information.
After their visit, my team embarked on an environmental, health and safety campaign (EHS Week) to learn about communication. With 3,500 staff in the UK, getting a consistent message across is difficult, particularly when you are talking health and safety. In our distribution centre, for example, the priority may be to have the correct PPE. Yet the perception of safety for one of our artists working in our London studio may be the walk home from the Tube on a dark evening. We also have our sales team on the road, as well as merchandisers working on sites from Aberdeen to Jersey. And we should not forget the manufacturing staff and the office staff at our headquarters.
We decided on a mixture of mail shots and hand delivery while email users also got an electronic copy. Of the three methods the hand delivery was the most rewarding. Watching my team interacting with staff and receiving positive feedback was a fantastic experience. Our more remote sites all received a personal visit from one of the team and again the feedback was fantastic.
Partnership is a word I hear a lot these days, though I find the definition less than clear. During the week, therefore, it was good to see a number of Hallmark’s partners involved. Our caterers, for example, provided drinks and food in our restaurants, and food suppliers provided prizes and information. When staff reached the restaurant, my team were there to talk to them and the local primary care trust offered advice on healthy eating. The local fire service also participated with car-cutting and fire-fighting demonstrations which drew the attention of staff who then moved on to participate in more regular safety issues. By the end of the week the whole business had bought into our message – don’t learn safety by accident.
The ultimate accolade came on the last day from one of our smaller design studios. The IT manager had asked if there was anything his department could do to support them. The reply was: “Talk to the facilities department and learn about understanding your customer, then contact me again”.
The week took six months to plan, but it was a worthwhile event. And the biggest lesson learnt? That electronic communication is fantastic, but as facilities managers we must never underestimate the power of the human touch.
Ian Broadbent is group facilities manager at Hallmark Cards
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