Communication

Regular communication keeps our people up to date with company news and developments across the Group. Our most important internal communications channels are:

  • WPP’s public website (wpp.com), Group intranet site and professional knowledge communities.
  • WPP’s annual journal of original thinking, the Atticus Journal; WPP’s multi-award winning global newspaper, The WIRE; regular FactFiles profiling specialist services and resources within the Group.
  • WPP’s public monthly online news bulletin – e.wire.
  • The WPP Reading Room, an extensive online library of thinkpieces (both public and original) from WPP professionals worldwide.
  • Regular communication on Group initiatives such as the Worldwide Partnership Program, BrandZ , the Atticus Awards, The WPPED Cream awards, the WPP Marketing Fellowship Program and professional development workshops.
  • Periodic reports from Sir Martin Sorrell on topics of importance to all people participating in short- and long-term incentive plans.
  • Formal and informal meetings at operating company level.
  • Our multi-award winning Annual Report & Accounts, financial statements and this report are widely distributed across WPP and are available on our websites.

Employee surveys

We keep in touch with employee views through regular opinion surveys, conducted at operating company level. See example below.

During 2007 we conducted an opinion survey among employees at WPP companies in the UK (see our CR Report 2007/08). This provided useful feedback on employee views relating to diversity, ethics, training and wellbeing. It is our intention to replicate this survey in other European markets in the future. We may need to adjust the data collected in some markets to reflect local privacy and data regulation.

Hill & Knowlton employee survey

In 2008 Hill & Knowlton conducted its first global employee engagement survey; 1,500 employees or 65% of those eligible responded.

The survey identified a number of areas of strength including employees’ perceptions of the commitment of colleagues to quality and to meeting client needs; their relationships with their managers who were seen to treat them with dignity, respect and fairness; appreciation of how their individual contribution made a difference and pride in working for Hill & Knowlton. The survey identified a number of areas for improvement, including rewards and recognition (both financial and non-financial) and ways to help employees achieve a better balance between work and home commitments.

Local managers could access the results for their office through a website which also provided tools for local action planning and for exploring best practices. Managers could compare results with broader groups within Hill & Knowlton and also with other high-performing organisations. Results were shared with employees who helped to interpret the results and develop plans for improvement.

The survey will be repeated in 2009.

MediaCom Australia’s employee survey

During 2008, 147 MediaCom Australia staff, out of 203 across Melbourne, Sydney and Brisbane participated in an employee survey. Employees were asked to score questions from one to 10 (10 being the best).

Good scores were achieved in terms of overall mean job satisfaction. Morale is good; people are broadly happy with their job responsibilities and are happy with management’s flexibility and understanding. They are motivated to come to work and also see themselves having a long-term career at MediaCom.

There are opportunities to improve in some areas. The main negative job issues included salary and departments feeling isolated. People understand their roles, but would welcome more training and better communication. There is also less satisfaction with involvement in decision-making that affects their job.

MediaCom Australia has recently set up People First, a committee made up of staff members to initiate staff ideas and wants. Monthly all-staff meetings are also held to get feedback.