The job market has dried up, people fear layoffs, workers are stressed from having to do more with less, CEOs are becoming more involved in the message. It’s abundantly clear that challenging economic times are changing the way companies work. Here’s what a roundtable of corporate communications leaders says about these shifts.

Are you seeing more movement among mid-level PR professionals – or are they hanging on to the jobs they have?

“As immediate Past President of Chicago PRSA, I am used to getting calls from recruiters looking for assistance in finding good candidates. In May or June of 2001 that just died. It was off the map. There’s just not a lot of movement out there now.”

- Donald P. Kirchoffner, Vice President, Corporate Communications, Exelon Corporation

“I used to get two or three phone calls a month from headhunters seeking referrals. I’d have to say that those calls stopped in the middle of last year. Instead I find that I am getting increased calls and resumes from people who are looking for work. There are definitely more people job hunting now.”

- John A. Ford, Vice President, Communications and Media, Blackstone Group, L.P.

“Turnover has been relatively stable during the last six months. Many local businesses and agencies had had layoffs and people are placing a greater value on existing jobs.”

- Dean T. Rodenbough, Director, Corporate Communications, Hallmark Cards, Inc.

“Detroit is kind of an odd market. There is less job movement here than there might be in other cities. It’s actually a real challenge to recruit to Detroit, so a lot of the talent we have is homegrown. Because this is a city of a small number of big corporations, opportunities to move might be fewer than elsewhere. Plus automobile companies are traditionally places where people stay put over the course of a lifetime. People are staying put.”

- Walter H. Jennings, Vice President, Global Communications,
Ford Financial

What strategies have you found for retaining valued employees during this economic downturn?

“We have low attrition at Dow. We constantly pay attention to retention, not just during the good times. I believe that the key to that is to have a rewarding, stimulating environment.  Dow offers its workers both responsibility and accountability. People deliver and then take ownership of the results. That builds employee loyalty. Also, however, we have a heightened awareness and commitment to communicating in a timely, transparent way with the employees and communities where we operate. We use all media in doing this. The more challenging the times, the more important it becomes to be honest and forthright. To eliminate ambiguity.”

- Robert W. Charlton, Global Vice President, Public Affairs,
The Dow Chemical Company

“Hallmark is currently working on a number of initiatives to retain strong performers. Here is an example: Until 2000, a portion of the incentive program for many senior managers was based on multi-year business performance results. In light of the uncertain economy, we are modifying this component of our incentive program to be based on annual results. We want our key performers to earn larger, more immediate incentive rewards if they are successfully contributing to improved business results.”

- Dean Rodenbough

“Exelon’s vision is to be the most admired and respected utility in the world. We work very hard on that, and employees are compensated accordingly. Even in downsizing, it is very important to this company to take care of the survivors. We are committed to letting people know what is happening. Substance and experience and gray hair are in; that’s my prognostication for the future. In this economy, corporate America will look for seasoned, experienced, professional communicators. The wave of youth has passed. Employers now want somebody who has been in the foxhole.”

- Don Kirchoffner

“Well, I think our leadership is more visible. We’re utilizing technology – PCs, videoconferencing, computer, satellite broadcasts – we’re really trying to leverage technology in terms of internal communications. From an external perspective, we’re using technology to engage customers, while still recognizing the importance of personal interface.  Our overall communications strategy is set by Public Affairs with input and guidance from the Corporate Operating Board. It depends on the magnitude of the announcement. For example, at the end of 2001 we had to announce no year-end bonus to employees. The CEO delivered that message personally and directly, globally via teleconferencing. Plus every employee received an e-mail.”

- Bob Charlton

“I work directly with the Chairman and CEO in setting the message. That’s the way it has always been. We’re a small private investment banking firm, composed mainly of very senior people. It’s kind of a flat organization. In terms of communicating bad news, it’s difficult to use our company as a bellwether. We don’t have to report. It’s not as if I were at [a major investment house], where the minute there is bad news it must be reported to the press.” 

- John Ford

“As a privately held corporation, the CEO at Hallmark is intimately involved in shaping key strategic messages about our business. The CEO is traditionally the voice of any major decision impacting our employees or one of our businesses and is our preferred spokesperson. Of course, since we are privately held we infrequently talk publicly about our financial performance.”

-Dean Rodenbough

“I would honestly have to say that communications strategy is set at the CEO level. It certainly involves the senior management team, key people from the different business units – Energy Delivery, Exelon Nuclear, the Power Trading Team—certainly the CFO and the Investor Relations people are involved. The real answer is that the communications strategy follows the business strategy. I also should add that we benefit from having Co-CEOs. One is always eager to step up to the plate, to answer calls about nuclear safety, for example. He is a long-time nuclear engineer, a former nuclear submarine commander; he’s spoken to such key publications as the Wall Street Journal and the Washington Post. The other CEO is one of the foremost experts on deregulation. He did a number of interviews on the California crisis and on Enron, for example. I handle the routine calls, making sure that I return reporters’ calls immediately.”

-Don Kirchoffner

© 2004 Heyman Associates, Inc.