REMARKS "EMPLOYMENT EQUITY" BARBARA J. DUGGAN 6TH NATIONAL CROWNS MEETING MARCH 9 - 10, 1988 MEETING: MARCH 9-10 11:30 - 12:00 PAGE 2 INTRODUCTION GOOD MORNING, EVERYONE. BEING HERE TODAY IS A DOUBLE PLEASURE. OPPORTUNITY TO SHARE VIEWS ON MY OWN FIELD; COMMUNICATIONS. ALSO OPPORTUNITY TO FOCUS COMMUNICATIONS DISCIPLINES ON AN INITIATIVE THAT IS ON EVERY CROWN CORPORATION'S DOOR-STEP RIGHT NOW. PAGE 3 PURPOSE/FORMAT FROM A COMMUNICATIONS STAND-POINT, EMPLOYMENT EQUITY REPRESENTS AN ISSUE THAT HAS VERY LITTLE "MIDDLE GROUND" FOR MOST CROWN CROPORATIONS REGARDLESS OF MANDATE OR MAKE-UP. IN OUR STICK-HANDLING OF EMPLOYMENT EQUITY -- PERCEPTION WILL COUNT AS MUCH AS REALITY. FIGURATIVELY - WE CAN EITHER SCORE DIVIDENDS -- OR PICK UP DEFICITS. NONE OF US CAN OPT FOR BLISSFUL NEUTRALITY. MY JOB HERE TODAY IS TO OFFER SOME IDEAS ON SCORING DIVIDENDS THROUGH GOOD COMMUNICATIONS --- AND TO SUGGEST SOME OF THE ALLIGATORS YOU MAY ENCOUNTER IF YOU DECIDE TO IGNORE THE RISING WATER IN THE SWAMP. PAGE 4 PREMISE THERE'S NOW ENOUGH EVIDENCE TO SUGGEST THAT EQUITY IN EMPLOYMENT PRACTICES IS NOT ONLY SOCIALLY AND MORALLY RIGHT IT'S PROVEN TO BE DARN GOOD BUSINESS. COMPANIES SUCH AS BELL CANADA, WESTINGHOUSE, THE ROYAL BANK, XEROX AND NOTE THESE ARE ALL HIGHLY COMPETITIVE, AND VARIED ENTERPRISES ALL REPORT POSITIVE AND TANGIBLE RETURNS TO THEIR COMPANIES BOTTOM LINES AS A RESULT OF EMPLOYMENT EQUITY POLICIES AND PROGRAMMES. PAGE 5 SOME CROWNS OLD HANDS AT EQUITY COMMUNICATIONS STRATEGY SOUNDS LIKE A $5.00 PHRASE WITH AN EVEN MORE EXPENSIVE CHARGE-BACK IN PERSONNEL, TIME AND MONEY. IT DOESN'T HAVE TO BE - AND IN THE CASE OF MOST CROWN CORPORATIONS -- IT SHOULDN'T BE. THE FORMULA UPON WHICH WE WILL BASE OUR STRATEGY IS THIS:- (SLIDE #1) PERCEPTION = ATTITUDE ATTITUDE > HELP OR HINDRANCE IF I MAY DIGRESS A MINUTE - I KNOW THERE ARE SOME CROWNS HERE TODAY WHO HAVE BEEN KNEE-DEEP IN EMPLOYMENT EQUITY FOR SOME TIME. CORPORATIONS SUCH AS CN RAIL AND THE CBC HAVE BEEN PAGE 6 TRAIL-BLAZERS - AND I BELIEVE, HAVE MUCH TO SHARE WITH THOSE OF US JUST BEGINNING OUR EFFORTS AT DEFINING AN EFFECTIVE COMMUNICATIONS STRATEGY. THERE IS A ROUTE MAP TO FOLLOW -- SO LET'S TAKE A LOOK AT HOW WE'RE GOING TO GET THERE - WHAT WE COULD ENCOUNTER ALONG THE WAY -- AND WHAT THE PAY-OFF SHOULD BE - IF WE DO IT RIGHT. PAGE 7 (SLIDE # 2) -- GET IT TOGETHER JOB #l — COMMUNICATE WITH YOUR COMMUNICATOR JOB # 2 — IDENTIFY YOUR AUDIENCES *************************************** COMMUNICATE WITH YOUR COMMUNICATOR JOB ONE IS COMMUNICATE WITH YOUR COMMUNICATOR. BEFORE YOU SIT DOWN TO WORK OUT YOUR COMMUNICATIONS STRATEGY -MAKE SURE YOUR COMMUNICATOR IS ON YOUR IN-HOUSE EQUITY TEAM. REGULAR INPUT WILL BE ESSENTIAL FROM YOUR ADMIN. OR PERSONNEL DEPARTMENT, YOUR UNION - DEPARTMENT HEADS - SENIOR MANAGEMENT AND BOARD OF DIRECTORS. PAGE 8 IF YOU HAVE AN IN-HOUSE COMMUNICATIONS SPECIALIST - GREAT! IF YOU DON'T -PICK THE MOST LOGICAL PERSON TO TAKE ON THE JOB. THE MAIN THING IS -- NAME THE COMMUNICATIONS BALL-CARRIER STICK WITH HIM/HER. AND THIS IS THE "SINGLE WINDOW" THRU WHICH YOUR CORPORATION WILL COMMUNICATE WITH YOUR AUDIENCES. THIS PERSON SHOULD NOW BEGIN TO MAP OUT THE STRATEGY -- IN WRITING! PAGE 9 IDENTIFY YOUR AUDIENCES WHICH BRINGS US TO JOB # 2 -- IDENTIFY YOUR AUDIENCES. WHO NEEDS TO KNOW WHAT YOU'RE DOING ABOUT EMPLOYMENT EQUITY --AND WHO WANTS TO KNOW. FUNDAMENTALLY -- WE'RE LOOKING AT TWO GROUPS -- OUR EMPLOYEES -- AND OUR PUBLICS. PAGE 10 OUR EMPLOYEES - EVEN THOUGH THEY MAY BE SPREAD THROUGH MANY DEPARTMENTS - ARE A HOMOGENIOUS GROUP -- AND, ESSENTIALLY, WE WILL COMMUNICATE WITH THEM AS A SINGLE GROUP. NOT SO OUR PUBLIC AUDIENCE. HERE'S WHERE THE NEED FOR CLEAR-EYED PLANNING IS PIVOTAL. ALL CROWN CORPORATIONS HAVE AT LEAST SEVERAL "PUBLICS" WITH WHOM WE COMMUNICATE -- OR WITH WHOM WE SHOULD BE COMMUNICATING. PAGE 11 THE PUBLIC AUDIENCES IDENTIFICATION OF OUR PUBLIC AUDIENCES USUALLY DEPENDS ON WHAT KIND OF BUSINESS WE'RE IN. TAKE A FRESH LOOK AT YOURS. FOR THE PORT OF VANCOUVER - OUR "PUBLICS" FALL INTO AT LEAST SIX SEPARATE AND DISTINCTIVE GROUPS INCLUDING: THE GENERAL PUBLIC OUR CUSTOMERS THE GENERAL BUSINESS COMMUNITY SCHOOL/EDUCATIONAL GROUPS GOVERNMENTS AT ALL LEVELS INCLUDING BOTH BUREAUCRATS AND ELECTED REPRESENTATIVES SPECIAL INTEREST GROUPS THE BIGGEST SINGLE GROUP, OF COURSE IS THE GENERAL PUBLIC -- FOR THE MOST PART, THEIR ATTITUDES ARE FORMED FROM MEDIA REPORTS. AND, AS EVERY CROWN IN PAGE 12 THIS ROOM KNOWS -- WE HAVE JOLLY LITTLE CONTROL OVER HOW WE ARE PORTRAYED BY THE MEDIA --SO THERE'S A FLAG DOWN ON THE FIELD ON THAT ONE THAT I'LL COME BACK TO LATER. PAGE 13 THE COMMUNICATIONS IMPERATIVE OTHER PUBLICS FOR US INCLUDE OUR CUSTOMERS. FOR EXAMPLE, THE PORT OF VANCOUVER DOES BUSINESS WITH 90 NATIONS - AND IMMIGRANTS FROM THESE COUNTRIES MAY BE COUNTED AS "VISIBLE MINORITIES".. IT IS IMPORTANT THAT THEY PERCEIVE THAT WE ARE AN EQUAL OPPORTUNITY EMPLOYER. THE IMAGE WE HAVE WITHIN THE GENERAL BUSINESS SECTOR, LABOUR AND KEY SOCIAL SERVICES FIELDS IS IMPORTANT, TOO. THESE ARE THE "NEED TO KNOW" GROUPS. GOOD COMMUNICATION ON OUR PART ABOUT JOB SKILLS REQUIRED IN OUR OWN INDUSTRY WILL ASSIST IN THE FORMULATION OF LEGAL, HEALTH, AND EDUCATIONAL PROGRAMMES, FOR EXAMPLE, - THAT CAN ULTIMATELY BENEFIT US IN THE PRODUCTIVITY AND ATTITUDES OF OUR FUTURE EMPLOYEES. PAGE 14 THE PUBLIC'S RIGHT TO KNOW BY THE WAY - SOME OF US MAY QUESTION THE DEGREE - OR - HEAVEN HELP US, TINY TIM! - EVEN THE NECESSITY FOR CROWN CORPORATIONS TO "COMMUNICATE" WITH THEIR ASSORTED AUDIENCES. IT SEEMS TO ME THAT THE VERDICT ON CORPORATE COMMUNICATIONS IN TODAY'S WORLD HAS BEEN IN FOR SOME TIME WHETHER YOU'RE A CHRYSLER CORPORATION RE-BUILDING A BUSINESS -- OR A JOHNSON & JOHNSON OR A UNION CARBIDE TRYING TO SAVE ONE. FOR CROWN CORPORATIONS - IT'S EVEN MORE OF AN IMPERATIVE. WE ARE - AND WE ARE PERCEIVED TO BE - THE PROPERTY OF THE CANADIAN PEOPLE. THEY HAVE EVERY RIGHT TO KNOW ABOUT US - HOW WE OPERATE WHAT OUR POLICIES ARE - IN WHICH DIRECTIONS WE ARE MOVING WITHIN OUR MANDATE. PAGE 15 WE SHOULD BE ALERT TO COMMUNICATING OUR EMPLOYMENT INITIATIVES TO GOVERNMENT. NOT JUST OUR OWN -- BUT OUR PROVINCIAL - REGIONAL - AND LOCAL MUNICIPAL GOVERNMENTS. GOVERNMENTS REACT TO THE PERCEPTIONS OF THEIR CONSTITUENTS. IF THOSE CONSTITUENTS ARE UNHAPPY WITH OUR CORPORATION EMPLOYMENT POLICIES - YOU CAN BET ON IT THAT THOSE GOVERNMENTS WILL "HINDER" US IN A NUMBER OF OPERATIONAL AREAS. THEN WE COME TO THAT "PUBLIC" THAT NEEDS THE MOST WORK UP FRONT IN IDENTIFYING IN ADVANCE. PAGE 16 SPECIAL INTEREST GROUPS CLEARLY, OF COURSE, THERE ARE THE SPECIAL INTEREST GROUPS IN MANY OF THE FOUR KEY GROUPS IMPACTED BY EMPLOYMENT EQUITY. THINK ABOUR YOUR OWN COMPANY IN TERMS OF LOCAL OR REGIONAL WOMEN'S GROUPS, IMMIGRANT GROUPS, DISABLED GROUPS, AND NATIVE GROUPS. LOOK AT YOUR CORPORATION FROM THE OUTSIDE. WHO HAS DEALINGS WITH YOU -WHO HAS A BEEF AGAINST YOUR CORPORATION - AND MOST PARTICULARLY - WHO MAY CHOOSE TO USE YOUR CORPORATION AND THE ISSUE OF EMPLOYMENT EQUITY TO ACHIEVE THEIR OWN OBJECTIVES. I CALL THIS LATTER "PUBLIC" THE HIDDEN AGENDA GROUP. PAGE 17 THE HIDDEN AGENDA GROUPS HIDDEN AGENDA GROUPS MAY BELONG TO THE FOUR EQUITY GROUPS - OR THEY MAY NOT. YOUR LOCAL CHAPTER OF THE STATUS OF WOMEN -- OR PERHAPS THE HEAD OF THE LOCAL CONSTRUCTION INDUSTRY ASSOCIATION POSES A PUBLIC VIEWPOINT ON EMPLOYMENT EQUITY. DEPENDING ON THEIR OWN OBJECTIVES, YOUR CORPORATION MAY BE USED AS A SHINING EXAMPLE OF HOW TO DO IT RIGHT -- OR HOW TO DO IT WRONG. A GOOD COMMUNICATIONS PROGRAMME WITH YOUR IDENTIFIED AUDIENCES CAN LESSEN THE CHANCES OF YOUR BEING A HELPLESS BY-STANDER; A VICTIM OF INCOMPLETE INFORMATION, INCORRECT IMPRESSION, OF OUTRIGHT "PIE IN THE SKY" SUPPOSITION. ANOTHER EXAMPLE IN THE "HIDDEN AGENDA" CATEGORY MIGHT BE YOUR LOCAL INDIAN BAND - OR PERHAPS AUTISTIC GROUP, OR HEARING IMPAIRED ORGANIZATION. PAGE 18 THE REAL OBJECTIVE OF THE INDIAN BAND COULD BE TO PRESSURE THE PROVINCIAL OR FEDERAL GOVERNMENT TO SETTLE A LONG­ STANDING LAND CLAIM - OR CREATE NATIVE LANGUAGE PROGRAMMES IN THE LOCAL SCHOOLS. THE DISABLED INTERESTS MAY REALLY BE RELATED TO A A LAWSUIT - OR THE INSTALLATION OF AN AUDIO TRAFFIC SIGNAL. IF THESE GROUPS CAN FIND A WEAKNESS IN YOUR EQUITY PROGRAMMES - IT WILL SIMPLY BE A SPRINGBOARD TO CALLING ATTENTION TO THEIR LARGER CAUSE. IN THE MEANTIME - YOUR CORPORATION HAS BEEN DAMAGED AND THE WAY BACK IS FURTHER - AND LONGER THAN THE WAY DOWN. PAGE 19 (SLIDE # 4) MAKING THE STRATEGY PAY OFF * KNOW YOUR SUBJECT! * BE CURRENT * LOOK FOR OPPORTUNITIES/ ALLIGATORS * BE READY * * ** MAKING THE STRATEGY PAY OFF AND NOW -- HOW DO WE GO ABOUT GETTING THE JOB DONE? JUST AS CROWN CORPORATIONS DIFFER FROM EACH OTHER IN SIZE, AND SCOPE -- SO, TOO, WILL OUR COMMUNICATIONS STRATEGIES. MANY CHOICES ARE OFFERED ON TODAY'S COMMUNICATIONS MENU --THE CHOICE OF WHAT - AND HOW MUCH - WILL BE UP TO EACH OF YOU. PAGE 20 REACHING OUR OWN EMPLOYEES LET'S LOOK AT STRATEGY'S FUNDAMENTALS IN GETTING THE MESSAGE OUT TO OUR OWN EMPLOYEES — AND I DO MEAN EVERYONE; MANAGEMENT AND UNION. DON'T FORGET THE BOARD, EITHER. KEY MESSAGE -- KNOW YOUR SUBJECT! ENSURE THAT EVERY COMMUNICATION IS RELEVANT. WILL YOUR EMPLOYEE SEE YOUR MESSAGE AS A BENEFIT OR OPPORTUNITY? IF NOT - DON'T SEND IT! USE GENERAL INFORMATION SOURCES -- SUCH AS "EQUALITY IN EMPLOYMENT" - THE ROYAL COMMISSION REPORT "EMPLOYMENT EQUITY ACT & REPORTING REQUIREMENTS" -DON'T WAIT FOR THE MOVIES-YOU'LL HAVE TO READ THE BOOKS! PAGE 21 ESSENTIAL TO BE CURRENT SO, HOW ARE YOU DOING ON PAY EQUITY? HOW MANY EMPLOYEES ARE ON JOB-TRAINING COURSES? MADE ANY CHANGES FOR THAT DISABLED PERSON'S WORK ENVIRONMENT? CHANGED THE WORDING ON YOUR HELP WANTED ADS? WHAT'S THE UNION'S ATTITUDE THESE DAYS? WHICH BRINGS ME TO THE SECOND LAYER OF PREPAREDNESS -- KEEPING YOUR SPOKESPERSON CURRENT. SCHEDULED BRIEFINGS WITH YOUR IN-HOUSE TEAM ARE ESSENTIAL. FROM THIS CORE GROUP - YOUR DESIGNATED COMMUNICATOR SHOULD BEGIN TO BUILD WHAT I BELIEVE CAN BE YOUR MOST EFFECTIVE IN-HOUSE COMMUNICATIONS TOOLS -- THE PRINT COLLATERAL PROGRAMME. PAGE 22 (SLIDE # 5) EMPLOYEES; REACHING YOUR INSIDE AUDIENCE (LISTINGS) A* *££ ** * * ** £ £** £ * * £&**£********** *** PRINT COLLATERAL PROGRAMMES a£^-BE8Jæ3a^J^^g8EgæR5iæ25aE5gâgi^«^»??^ÆæiS7Fæ5SSg3^ CONSIDER A SERIES OF FACT SHEETS EXPLAINING THE WHO, WHAT, WHERES, WHYS AND HOWS OF EMPLOYMENT EQUITY WITHIN YOUR ORGANIZATION. MAKE THEM SHORT - SINGLE TOPIC - EASY TO UNDERSTAND - INJECT A LITTLE HUMOUR -- A TONE OF INTEREST AND CARING. DESCRIBE NORMS IN YOUR OWN INDUSTRY CHANGING TECHNOLOGIES JOB OPPORTUNITIES FORESEEN IN THE FUTURE. DESCRIBE YOUR CORPORATION'S PROGRAMME OF TUITION REBATES - OR OTHER ASSISTANCE FOR JOB UPGRADING. PAGE 23 ISSUE SPECIAL BULLETINS ON PROGRESS IN EMPLOYMENT EQUITY - USE YOUR EMPLOYEE NEWSLETTER TO MENTION EMPLOYEES WHO HAVE COMPLETED EXTRA TRAINING - BEEN PROMOTED - ETC. TRY FOR JOINT COMMUNICATIONS WITH YOUR UNION ON EMPLOYMENT EQUITY. PAGE 24 OTHER INFORMATION SOURCES USE YOUR BULLETIN BOARD FOR POSTERS ADVERTISING SKILL UPGRADING COURSES. TRY TO MAKE THEM ENCOURAGING - CARING AND NOT LIKE A LAST WARNING FROM REVENUE CANADA ABOUT TAX DEADLINES. PRINT COLLATERAL IS USELESS SITTING IN YOUR SUPPLY CUPBOARD. ASK EMPLOYEE REPS FROM THE EQUITY GROUPS TO DISTRIBUTE ONE TO EACH DESK. MAKE IT A FRIENDLY "ROUND" -- SOME WILL TRASH THEM -- MANY WON'T. THINK ABOUT THE UNION - ASK TO GIVE A SHORT REPORT AT YOUR UNION'S MEETINGS ONCE IN A WHILE. ENCOURAGE THE UNION TO REPORT TO ITS MEMBERS ON EMPLOYMENT EQUITY -INCLUDING THEIR OWN NEWSLETTERS. PAGE 25 (SLIDE #6): GOING PUBLIC: REACTIVE OR REACTIVE STRATEGY? Reaching your outside THE REPORTING PROCEDURES ON EMPLOYMENT EQUITY WILL RESULT IN ALL OF OUR OUTSIDE AUDIENCES FORMING A PERCEPTION ON YOUR PERFORMANCE AS AN EQUAL OPPORTUNITY EMPLOYER. THE QUESTION FOR EACH OF US WILL BE -IS THAT GOOD ENOUGH? ARE WE HAPPY TO LET OUR OUTSIDE AUDIENCES DRAW THEIR OWN CONCLUSIONS? MANY CROWNS OPERATE IN EXTREMELY SENSITIVE AREAS -- OTHERS NOT SO MUCH. LOTS OF US WILL FALL SOMEWHERE IN THE MIDDLE. PAGE 26 EITHER WAY -- I THINK IT'S JUST GOOD SENSE TO PLAN AHEAD - NOT JUST TO "REACT DEFENSIVELY". PLAN TO POSITION YOUR EMPLOYMENT EQUITY PROGRAMME IN A PROACTIVE ROLE -- TO ENHANCE YOUR CORPORATE IMAGE -- AND EVEN IMPROVE YOUR BOTTOM LINE. BUT - MAYBE NOT IN EVERY CASE! PAGE 27 PROTECTING CONFIDENTIALITY AND HERE'S THAT FLAG I MENTIONED AT THE OUTSET RELATIVE TO THE GENERAL PUBLIC'S FULL KNOWLEDGE OF THE MAKE-UP OF YOUR COMPANY -- AND YOUR OBLIGATION TO PROTECT THE CONFIDENTIALITY OF EMPLOYEE INFORMATION. WITHIN CORPORATION DATA PROFILES DEALING WITH VERY LOW NUMBERS IDENTIFICATION OF INDIVIDUALS BECOMES FAIRLY SIMPLE FOR OUTSIDE GROUPS OR INDIVIDUALS. I HAVE NO ANSWER TO THE DILEMMA -- BUT I FLAG IT NOW TO SUGGEST THAT YOU WORK OUT A REACTIVE RESPONSE POLICY - BOTH FOR IN-HOUSE USE - AND PUBLIC USE. PAGE 28 COMMUNICATING - REACTIVELY OR PROACTIVELY? AS A GENERAL RULE FOR CROWNS DEALING WITH EASILY-IDENTIFIABLE NUMBERS - OR EQUITY PROGRAMMES THAT MAY BE UNUSUALLY CHALLENGING IN CERTAIN AREAS --DON'T GO LOOKING FOR TROUBLE! YOUR First OBLIGATION SHOULD BE HONORING EMPLOYEE CONFIDENTIALITY - AND THEN- CONSIDER ON PRO-ACTIVE PUBLIC COMMUNICATIONS. NONETHELESS - YOUR COMMUNICATOR MUST BE PREPARED TO RESPOND TO QUERIES -- FROM MEDIA, AND FROM ANY OR ALL OF THE OUTSIDE AUDIENCES YOU'VE IDENTIFIED. PAGE 29 YOU MAY RECEIVE DIRECT AND SPECIFIC ENQUIRIES - BY PHONE OR LETTER. ONE OF THOSE "HIDDEN AGENDA" GROUPS MAY ASK YOU TO PARTICIPATE IN A PUBLIC SEMINAR. THERE MAY BE MEDIA REPORTS THAT ARE INCOMPLETE - OR INCORRECT. BASIC RULES OF COMMUNICATIONS APPLY IN REACTIVE SITUATIONS. BE READY - BE TRUTHFUL - BE CLEAR. PAGE 30 5 FOR EXAMPLE - IF YOU KNOW YOUR COMPANY HAS NOT BEEN SUCCESSFUL IN HIRING NATIVE PEOPLE -- ACKNOWLEDGE THAT THIS IS A CONCERN - AND THAT THE CORPORATION IS TAKING TANGIBLE STEPS TO REACH THE NATIVE COMMUNITY TO MAKE THEM AWARE OF POSSIBLE OPPORTUNITIES. THEN - YOU'D BETTER MAKE SURE YOU'VE GOT THOSE INITIATIVES UP AND MOVING. PAGE 31 (SLIDE # 7) - REACHING THE OUTSIDE AUDIENCES COMMUNICATIONS MENU WHICH BRINGS US TO THE COMMUNICATIONS MENU AVAILABLE TO GET THE JOB DONE FOR OUR OUTSIDE AUDIENCES. AND - IN CONSIDERING THESE OPTIONS I'M GOING TO THROW ANOTHER RED FLAG DOWN. EMPLOYMENT EQUITY HAS TO DO WITH PEOPLE. PEOPLE ARE NOT ALWAYS PREDICTABLE, LOGICAL, FAIR, OR REASONABLE. BE ALERT TO THE ISSUES OF THE DAY. WHAT'S HOT. ARE THERE NO-WIN CONTROVERSIES RAGING OUT THERE? PAGE 32 EVEN IF YOUR EMPLOYMENT EQUITY PROGRAMME IS A SHINING EXAMPLE -- YOU MAY STILL PUT YOURSELF AT RISK IF YOU JUMP IN AT THE WRONG TIME - OR OVER­ SELL. PROACTIVE - OR REACTIVE. FIRST -- TALK SECOND. IT'S THINK PAGE 33 THE CHOICES HERE ARE SOME CHOICES: SEND A "GENERIC" RESPONSE LETTER TO WRITTEN QUERIES --ATTACHING A WELL-WRITTEN "EQUITY BACKGROUNDER" THAT DETAILS YOUR CORPORATION'S EFFORTS AND ACHIEVEMENTS TO DATE. THIS APPROACH SOMETIMES SAVES YOU FROM THE NO-WIN, WHEN DID YOU STOP BEATING YOUR WIFE QUESTIONS. KEEP A DESK-DRAWER TAB ON KEY PROGRESS ELEMENTS -- BE READY FOR THE SUDDEN MEDIA CALL. WHERE POSSIBLE, LOOK FOR OPPORTUNITIES IN INCLUDE STATEMENTS FROM YOUR UNION -OR SUPPORT STATEMENTS ABOUT YOUR CORPORATION THAT MAY BE IN THE PUBLIC DOMAINE FROM EQUITY GROUPS -- SUCH AS THE DISABLED OR WOMEN'S GROUPS. PAGE 34 LOOK FOR LOGICAL OPPORTUNITIES TO CONTRIBUTE TO - OR PARTICIPATE IN EQUITY-RELATED SEMINARS OR WORK­ SHOPS. IF YOU INITIATE IMAGINATIVE PROGRAMMES IN SUPPORT OF EQUITY -SUCH AS TRAINING PROGRAMMES, DAYCARE, FLEX-TIME, IMPROVED WORK ENVIRONMENT FOR DISABLED, ETC. -ISSUE A SHORT, ATTRACTIVE "EQUITY UPDATE" -- MAKE SURE KEY PUBLIC AUDIENCES GET A COPY. ENSURE THAT ALL OF YOUR 'HELP WANTED' ADVERTISING DECLARES THAT YOU ARE AN EQUAL OPPORTUNITY EMPLOYER. include an up date in your answer PAGE 35 (SLIDE #8) -- CHECK YOUR EQUITY PULSE THE STATE OF YOUR BUSINESS THE STATE OF YOUR AUDIENCE THE STATE OF YOUR EE PROGRAMME CONCLUSION IN CONCLUSION - PLEASE ALLOW ME TO SAY AGAIN -- EVERY CROWN IS DIFFERENT -- SO EVERY COMMUNICATIONS STRATEGY WILL BE DIFFERENT IN FORM AND INTENSITY. KNOW YOUR OWN BUSINESS. KNOW YOUR AUDIENCES. KNOW WHERE YOU ARE -- ALL THE TIME - WITH EMPLOYMENT EQUITY. IF YOU HANG ON TO THESE GUIDELINES -THE BASIC COMMUNICATIONS MENU SHOULD SERVE ALL OF US VERY WELL. PAGE 36 TO ME, EMPLOYMENT EQUITY REPRESENTS A CIVILIZED AND INFORMED ATTITUDE IN HIRING PRACTICES. NOT ONLY WILL IT RESULT IN A FAIR AND REASONABLE CLIMATE WITHIN WHICH CANADIAN MEN AND WOMEN CAN EARN THEIR LIVING -- BUT ALSO ULTIMATELY PRODUCE A MORE LOYAL AND MORE EFFECTIVE LABOUR FORCE. IT'S NOT ONLY WORTH IMPLEMENTING -- IT'S WORTH TALKING ABOUT. I HOPE I'VE HELPED YOU PLAN HOW TO DO THAT. THANK YOU VERY MUCH FOR LISTENING. WE'LL WATCH FOR EACH OTHER ON THE 6 O'CLOCK NEWS. * PER: 30 * BARBARA J. DUGGAN MARCH 4, 1988 VANCOUVER PORT CORPORATION ' Slide # 1 PERCEPTION = ATTITUDE ATTITUDE > HELP OR HINDRANCE Slide # 2 GETTING READY JOB 1. COMMUNICATE WITH YOUR COMMUNICATOR JOB 2. IDENTIFY YOUR AUDIENCES Slide # 3 TARGET AUDIENCES INSIDE EMPLOYEES UNiON BOARD MANAGEMENT outside PUBLICS CUSTOMERS GENERAL PUBLIC BUSINESS LABOUR EDUCATION GOVERN­ MENTS SPECIAL INTERESTS Slide # 4 MAKE THE STRATEGY PAY OFF * KNOW YOUR SUBJECT * BE CURRENT * LOOK FOR OPPORTUNITIES/ALLIGATORS * : READY Slide # 5 EMPLOYEES REACHING YOUR INSIDE AUDIENCE PRINT COLLATERAL * FACT SHEETS ■ General Information changing technology job opportunity tuition rebates ■ Corporate Initiatives ■ Progress Report ■ Special Training Events, etc. * SPECIAL BULLETINS * EMPLOYEE NEWSLETTER * UNION LIAISON * BULLETIN BOARD ■ Promoted Employees new employees ; ; ■ Employees Completing Upgrading/Training ■ Joint Message with Union Slide # 6 GOING PUBLIC PROACTIVE OR REACTIVE STRATEGY? * PROTECT EMPLOYEE CONFIDENTIALITY * BE PREPARED * BE TRUTHFUL * COMMUNICATE WITH THE NEED-TO-KNOW GROUPS * IDENTIFY OPPORTUNITIES/ALLIGATORS Slide # 7 REACHING THE OUTSIDE AUDIENCES COMMUNICATIONS MENU * DIRECT, SPECIFIC RESPONSE (Reactive) * GENERIC, BACKGROUND PAPER (Proactive/Reactive) * DESK-DRAWER PROGRESS TAB (Reactive) * UNION/INDUSTRY SUPPORT STATEMENTS (Proactive) * SEMINAR PARTICIPATION (Proactive) * CORPORATION’S ANNUAL REPORT (Proactive) * INCLUDE IN ALL ADVERTISING, BROCHURES, A/V’S, SPEECHES (Proactive) * NEWS RELEASES ON SIGNIFICANT (Reactive/Proactive) INITIATIVES OR SUCCESSES Slide # 8 check YOUR:-QUitY PULSE * THE STATE OF YOUR BUSINESS * THE STATE OF YOUR AUDIENCES * THE STATE OF YOUR PROGRAMME