How we do it . . .

What we offer is completely scaleable.

• We can work on small or large programs including merger, acquisitions and divestments.

• One brief can be developed into internal and external parts for a coordinated delivery.

• We are happy to work with clients as up-front project members or as behind the scenes support.

• Support can be provided at varying levels depending on need, from strategy development through to hands-on delivery.

• We have a proven methodology to deliver quick wins and sustainable organisational benefits.

• A key focus is on skill transference from Harvest to in-house management and staff.

• While our work programs are driven by client need, typical client projects include one or more of the following elements in their scope:

      Research

We have a specific product known as Pulse Diagnostic. A “Pulse” is a quick and reliable method to understand specific communication and organisational related issues

      Communication infrastructure improvement

Best practice companies have the ability to undertake real-time, two-way communication with their people.

We can review an organisation’s internal communication processes and establish infrastructure to ensure a client organisation is able to reach all their people as quickly and as effectively as possible.

Internal branding

In the clutter of day-to-day communication it is sometimes difficult for employees to separate and attribute specific messages to specific causes.

We work with clients to help to brand internal change efforts or specific campaigns so that when a message is distributed it will have a much greater chance of cutting through the clutter, being seen and being acted on.

Mergers, acquisitions and divestments

We have managed several large-scale, high-profile mergers with solid and measurable results. There can be acute organisational paralysis within companies undertaking M&A activity.

Staff fears include: Will I survive? Will my role change and once past the initial stages there are further questions; What will I have to do differently? Who will tell me? How secure is my role? And so on. Changing that mind-set represents a significant hurdle to unlock the "synergies" analysts and managers talk about when promoting the merger.

Labour relations

Strong labour relations can improve an organisation’s performance. We have solid experience working in unionised and adversarial environments. Virtually everything we do is about strengthening the relationship that exists between an organisation and its people.

Reducing issues and opening up communication channels helps to provide a significant organisational circuit breaker, allowing organisations to review and where necessary change course without negative business or customer implications

Leadership visibility programs

We work with clients to find meaningful ways to engage an organisation’s leadership with its workforce. Not just in a physical sense but also in terms of workplace thinking.

Supervisor or
front-line manager communication

The person most trusted to deliver workplace news is usually an employee’s direct supervisor or manager. These people hold a special place in the communication chain, they can often mean the difference between a campaign and message falling flat or gaining widespread acceptance. Not all front-line managers fully understand the importance of their role or the impact they can have through a well delivered message. For some it is a matter of confidence (or lack of) and for some it is a lack of understanding of where they and their team fit in the broader picture. Regardless of the reason, a message that fails to be delivered effectively represents a weakness in organisational understanding.

We have developed and delivered programs designed specifically to lift the level of confidence front-line managers have as key communicators of organisational information.

Vision, Mission and Values articulation

Virtually every organisation has a vision and mission statement and most these days have some form of values articulated. Our experience shows that the level of shared understanding of what these statements mean can be frighteningly low.

We have developed and implemented a host of programs across industries and markets that have helped to lift individual employee and work group understanding of what their organisation’s vision, mission and values mean to them and importantly, what they need to do to help the organisation to achieve success.

CEO positioning and succession

Leadership succession can lead to organisational inertia, particularly in the case of popular or longer-term leaders moving on.

We have worked with many organisations to minimise the negatives associated with a change of an organisation's leadership. In many ways a change of leadership provides a captive audience; the workforce's attention is heightened and the opportunity to spread messages of comfort as well as change are as good as they will get in terms of workplace attention.

Benefit and compensation communication

We all focus on the "what's in this for me" factor, when assessing how change might impact us. In a workplace context this often means that organisational comprehension and acceptance of change is stalled until the "me" factor is satisfactorily answered. An employee's income and benefits set the basis for the "me" factor.

Change these benefits and you are messing with the foundation ground rules by which the employee views his or her position. We have had extensive experience in the development and communication of benefit and compensation communication. Some of our clients have achieved record levels of participation and record positive votes accepting new employment arrangements.