Managing Your Employer Brand During The Pandemic

 

As we approach one year of the COVID-19 pandemic, it’s time for companies to do some self-reflection.

  • Did you do everything you could to help your employees and customers during the time of crisis?
  • How will your employer brand reputation be remembered once all of this has passed?

 

Employer branding has always been an integral part of recruitment marketing but the current pandemic has shone a light even further on the role branding plays in candidates’ choice of workplace. Typically, SCG’s process of employer brand development starts with helping our clients define their Employer Value Proposition (EVP) which forms the foundation of their employer brand. In today’s landscape, managing an employer brand looks a little different and requires organizations to be ready to pivot to meet the current climate, plan for contingencies and adapt to employee needs including remote working.

 

During the peak of the pandemic, when uncertainty was rampant and budgets were tight, employer branding often took a back seat but it was actually the most crucial time for organizations to consider how they were treating their employees, customers and community. This would be a key factor not just in attracting talent but also how their reputation would be remembered in the future. Job seekers were paying attention to which employers stepped up during the crisis – how they took care of their employees and customers, and how leadership reacted and led during this time. Did they put people over business?

 

Most organizations did not know how to respond in this unprecedented time. Many were paralyzed and shut down any communications. Others ignored the crisis. Some came off inauthentic or exploitative. According to Linkedin data from April 2020, only 1 in 4 company posts during that time mentioned coronavirus. The posts that resonated most with audiences were those focused on community and support, on stepping up to help relief efforts and putting people first, as well as posts about working from home. SCG’s team, early on, reached out to their clients and encouraged them to address the crisis immediately, directly and authentically. Transparency and community became more valued than maintaining a pristine employer reputation.

 

While there is a light at the end of this tunnel, organizations must continue to maintain and adapt their employer branding and communications to attract and retain quality talent now and in the future.

 

 

 

It’s Not Whether We Communicate, But How Effectively We Communicate

 

 

It is unlikely anyone would challenge the belief that strong and open communication is essential in building a client-agency relationship. And, if done artfully and regularly, great communication can yield many benefits. Here are a few that are top of mind:

  • Gives Direction
  • Reduces uncertainty
  • Builds relationships
  • Creates meaning
  • Increases collaboration

That is a powerful list of benefits. And with the unending stream of improvements offered by technology your opportunity to become a master communicator is more accessible than ever before.

 

There was a time when client relationships were built on the phone, in face-to-face business meetings, and through the mail. Now, each of these communication options are faster, more efficient, and less expensive than in decades gone by.

 

Of course, there are a plethora of tools out there that had not even been dreamed of decades ago which are now mainstream. Just think of a business world without:

  • E-mail
  • Text
  • Chat
  • Online Collaboration
  • Virtual Meetings

So many choices!! However, no matter what tools you choose as appropriate for developing each individual agency/client relationship remember to mix your methods of communication. There are times where a well-timed phone call can clear up misunderstandings that crop up in e-mail. Also, you must communicate regularly and be responsive to messages that you receive.

 

Let’s start communicating today. For clients, our focus is always on navigating the entire P.E.S.O. (Paid /Earned / Shared / Owned) media spectrum. We create and direct programs and campaigns with a truly 360-degree perspective, helping organizations break down internal silos and strategically improve engagement and relationships – all with a goal of achieving your objectives.

Why PESO?

Contact Us

 

 

A Blueprint for Mitigating Dis-information

Mitigating Dis-information
Click for pdf version.

From the early days of the coronavirus pandemic, public health officials at all levels were quick to identify mis- and dis-information as legitimate threats to public health. Several utilized the term “infodemic” to illustrate how the spread of false information was akin to the spread of the actual virus. Given the media landscape and our hyper-connectivity via social, digital, and mobile media, the analogy is entirely appropriate.

 

The pandemic – along with sophisticated information warfare campaigns by foreign actors like Russia and China — has helped shine an important light on the considerable dangers associated with the spread of false information. These include mis-, dis-, and mal-information, as well as conspiracies; they’re not new and the threats they pose will outlive the pandemic. Our upcoming election is sure to amplify the problem. Though mis-, dis-, and mal-information are all related to the spread of harmful information, they each are separate and distinct. However, each serves to undermine trust, erode communication channels, and significantly disrupt our democracy, economy, workplaces, and communities. Basically, they attack our entire way of life.

 

  • Mis-information is false information, though not created with negative intent
  • Dis-information is false information specifically created to harm a person or group
  • Mal-information is information based on reality, but used to inflict harm on a person or group

 

While these threats and their proliferation are well-studied and defined, there isn’t a clear consensus on how to address them most effectively. Organized and proactive disinformation campaigns typically involve detailed research, planning, and targeting. Further, all forms of mis-, dis-, and mal-information – even the basic rumor mill – include a process of seeding, sharing, and amplification. These various phases represent ideal opportunities for mitigation and management.

 

Just as viruses constantly mutate, so does disinformation. Sources and breeding grounds range from geopolitical rivals to a former employee with an ax to grind, and from those with complex motives to those simply looking for a malevolent adrenalin rush.

 

Government and media reform are essential … but they’re not assured. So, organizations and individuals must identify tools and tactics independent of institutional change. Further, the actions of individuals are essential elements in the proliferation of all forms of false information and so must necessarily be the centerpiece of any mitigation plan.

 

Leaders of organizations, and others specifically tasked with addressing false information — including public relations professionals, human resource professionals, and lawyers – need to look beyond their traditional “toolboxes” and consider new mitigation tactics based on the behavioral sciences. As noted by Edward Bernays, father of public relations and nephew of Sigmund Freud, those who understand the group mind are able to manipulate behavior … without those who are being manipulated even realizing it.

 

When information “tastes good” and is repeated with sufficient frequency, some will believe it – regardless of whether it’s accurate. Those tasked with dealing with mis-, dis-, and mal-information must have a thorough understanding of these illusory effects if they wish to successfully mitigate and manage.

 

Tools and Tactics for Organizations

 

Foundational Elements

  • Understand the source. A long, complex list of behavioral, political, economic, communication, and media issues impact the formation and proliferation of dis-information.

 

Key Elements Organizations Must Consider

  • Ability and motivation to understand, prepare, and plan for the threat will ultimately define successful mitigation.
  • Understanding the value of the organization’s intangible assets, like reputation, trust, and brand, will impact mitigation. Trusted organizations with strong reputations generally have the durability and resilience to resist attack, thanks to their intangibles.

 

Essential Tools for Mitigating Dis-information

  • Real-time listening and monitoring to quickly identifying false or misleading information.
  • Robust communication infrastructure, processes, and channels, along with skillful professional counsel and support.
  • Firmly established codes of ethics and a commitment to transparency.

 

Tactics for Mitigating Dis-information

  • Organizations should use their voice and proactively encourage key publics to pause, even briefly, to consider and/or verify the credibility of information before sharing it via social media. Akin to a public service announcement, organizations should simply remind people to “Take 5 ” before sharing. In addition, social media channels like Facebook and Twitter might consider specific, “pause to consider” messaging.
  • Message intervention through pre-bunking, attitude inoculation, de-bunking, and fact-checking.  While widely used, fact-checking simply can’t keep up with the volume of disinformation. Pre-bunking and attitude inoculation are shown to be effective at building immunity and reducing susceptibility to dis-information. De-bunking and fact-checking should utilize detailed messaging to counter false claims.
  • Continued use and development of the online gaming tool Bad News, which has proven effective at inoculating players against fake news and mis-information. 
  • Activate credibility boosters like partnerships with trusted third parties, community relations efforts, and thought-leadership programs that enhance credibility and increase resilience in the face of an attack.
  • Messaging that is clear, consistent, and concise, and which incorporates stories and visuals. Be mindful not to highlight false claims and consider using the “truth sandwich” – begin and end with the truth and avoid overemphasizing the falsehood (never share false claims without clarification). And, because voids of information provide an opportunity for disinformation, limit voids.
  • Particularly when dealing with more susceptible publics, activate and support recognized media literacy programs to help create a less fertile environment for dis-information campaigns.

 

Limiting the spread of misinformation, through pre-bunking and other measures, also helps decrease exposure to dubious claims at the core of many conspiracy theories.

 

The potential results of a successful mitigation effort are many, and the ultimate goal is enabling key publics to make more informed decisions.  This said, organizations need to recognize that there are limitations to what can be accomplished. Total elimination of all sources and adversaries isn’t plausible.

 

No matter their mission or size, organizations are potential victims of dis-information, either by a direct attack or a shockwave from larger attacks. As the keeper of intangible assets, public relations professionals – especially those who understand the entire paid, earned, shared, and owned media environment – are ideally positioned to direct planning and mitigation efforts.

 

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Click here for a pdf copy of the infographic above

Click here for a jpeg of the infographic above

 

 

All Levels Of Education Sector Must Invest In Relationships, Reputation To Battle Coronavirus Disruption

The loss of life – as well as health and safety issues – remains the primary issue when talking about the coronavirus pandemic. That said, economic and societal disruption cannot be ignored.  The education sector, from pre-school to our higher education institutions, finds itself in the direct path of the storm and needing to prepare for the next waves.education battle coronavirus disruption

 

The action plans required to navigate the new-normal are extensive and detailed, and emphasis should rightly be placed on instruction and learning, technology, infrastructure, and financial considerations. None of those issues, however, will matter if schools can’t sustain meaningful relationships with their long list of publics. Parents and students are more tolerant of change and disturbances if they have trust.  Educators and staff are willing to go the extra mile if they have faith. Partners and suppliers are more open-minded if they believe a school is credible. Individuals and institutions are more giving when they have confidence.

 

Senior educational leaders will undoubtedly spend the next few months discussing important, tangible assets that ensure the delivery of education, but how much time will be spent on intangible assets like reputation, relationships, and brand?

 

Important Intangible assets

 

Intangible assets – like reputation, relationships, and brands — will first be defined by behavior and then by communication. Every organization must accept that it operates with the permission of those it serves, including students, parents, employees, regulators, partners, and a lengthy list of others. Moving forward, every action and behavior must be focused on earning and maintaining permission and trust to operate.  In the end, reputation is a simple formula: EXPECTATION + CREDIBILITY. Organizations must meet or exceed expectations and achieve credibility by doing what they say they will do in all facets of the organization, down to the very smallest detail.

 

When it comes to communication, every organization must fortify its antenna to become more effective at listening, and more attentive to relevant sights, sounds, and sentiments. They must accept and communicate vulnerability and values and give power to their conscience, ethics, and empathy, thus empowering others to act. They must speak clearly, consistently, and honestly across all platforms – paid, earned, shared, and owned. Communication must be systematic, process-driven, proactive, and reactive, and also reach to all ends of the organization, both internal and external, prioritizing those directly impacted first … but realizing that information spreads.

 

There will be bumps along the way, and some may ignite a frenzied response from the media. The industry should also anticipate government, legal, and consumer actions, along with dis-informational attacks. And all of this will negatively impact reputation and the bottom line.  Schools must soon identify and cultivate third-party advocates to speak on their behalf, quickly knock down misinformation, and employ attitude inoculation or pre-bunking techniques.

 

When it comes to maintaining and building intangible assets like relationships and reputation, there’s no magic solution. Instead, taking appropriate steps now will ensure an organization’s ongoing viability. Bottom line: educational leaders must prioritize investment in intangible assets and the professionals who manage them if they hope to survive and ultimately thrive in the post-coronavirus world.

 

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Related blogs:

 

Care Facilities That Serve The Most Vulnerable Have Essential Frontline Duties, Long-Term Problems

Care FacilitiesThe coronavirus death toll at long term care facilities – which includes nursing homes, assisted living, and other, related facilities – is currently approaching the tens of thousands, with numbers likely to rise further. New Jersey and New York are among the hardest hit by this devastation. Numbered among these staggering losses have been several high-profile cases involving misconduct and bad actors, and these will taint the entire industry for years. And, as a result, government at all levels has taken action, the media is shining a bright light on misdeeds, and a consumer backlash is certainly coming.

 

Loss of life is not unique to long term care facilities, and the entire healthcare continuum is faced with challenges that include shortages of PPEs, tests, and staff.  Despite all the pain and suffering, the vast majority of frontline workers at long-term care facilities deserve our appreciation, support, and praise.

 

The loss of life – as well as health and safety issues – are the primary concern, but economic viability and reputational issues cannot be ignored.  While many facilities benefit from sound public relations planning and counsel, others have simply dropped the ball. Even those with a plan now find themselves dealing with an unprecedented storm. As boxer Mike Tyson often said, “Everyone has a plan …  until I punch them in the face.”

 

As many understand, the reputation and integrity of the industry will first be defined by its behavior and then by how it communicates. Every facility must accept that it operates with the permission of those it serves, including residents and patients and their families, employees, regulators, other healthcare providers, and a lengthy list of others. Moving forward, every action and behavior must be focused on health and safety and earning and maintaining permission and trust to operate.  In the end, reputation is a simple formula:  EXPECTATION + CREDIBILITY. Organizations must meet or exceed expectations and achieve credibility simply by doing what they say they will do in all facets of the organization, down to the very smallest detail.

 

When it comes to communication, every organization must fortify its antenna to become more skillful at listening, and more attentive to relevant sights, sounds, and sentiments. They must accept and communicate vulnerability and values and give power to their conscience, ethics, and empathy, empowering others to act. They must speak clearly, consistently, and honestly across all platforms – paid, earned, shared, and owned. Communication must be systematic and process-driven, proactive, and reactive, and also reach to all ends of the organization, both internal and external, prioritizing those directly impacted first … but realizing that information also spreads.

 

The loss of life has created a media frenzy, and the industry should anticipate second and even third waves of government, legal, and consumer action, as well as continued dis-informational attacks by the outrage industry. And all of this will negatively impact reputation and the bottom line.  Companies must soon identify and cultivate third-party advocates who can speak on their behalf, quickly knock down misinformation, and employ attitude inoculation or pre-bunking techniques.

 

Like the virus itself, there is no magic cure for reputational issues. But, taking appropriate steps now will ensure your organization’s viability.

 

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BREAKING — STUDY SAYS PEOPLE CAN HANDLE THE TRUTH

Truth builds TrustIt’s a legendary scene. One famous actor shouts, “I want the truth!” The other snaps back, “You can’t handle the truth!“

 

It’s cinematic genius, and also depicts one of the greatest challenges of communicating during a crisis – including our current public health emergency.  How much truth – and what degree of uncertainty — can the public handle?

 

According to a just-released study from the University of Cambridge, uncertainty about facts can be reported without damaging public trust. These results come at a critical time as leaders, scientists, and professional communicators wrestle with data uncertainty, risk, and disinformation associated with the coronavirus pandemic.

 

Communicators and leaders of various organizations often assume that communicating uncertainty will undermine trust. Now, research has found that uncertainty related to key facts and figures can be communicated in a manner that maintains public trust in information and its source. And this is true even related to contentious issues. Researchers hope the study encourages communicators as well as leaders to be bolder in reporting uncertainty.

 

Study co-author Sander van der Linden, director of the Cambridge Social Decision-Making Lab, says that “including an indication of its uncertainty provides the public with better information. In an era of fake news that might help foster trust.”

 

As an example, the researchers got the best results when a figure was flagged as an estimate and was accompanied by the numerical range from which it had been derived. For example:“…the unemployment rate rose to an estimated 3.9% (between 3.7%-4.1%).”

 

This study adds to  – and supports — considerable research on the topic of trust and credibility.

 

Given the current landscape, and the support of research, Edward R. Murrow’s words ring more true than ever. “To be persuasive we must be believable; to be believable we must be credible; to be credible we must be truthful.”

 

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SCG Related Information and Services We Offer:

Media Training

Crisis Communications

 

 

 

Michael Cherenson

SCG Advertising & PR EVP, Michael Cherenson Elected as PRSSA 2020-2022 National Professional Adviser

Contacts:             Kurt Praschak / kpraschak@successcomgroup.com / 973-992-7800 x.289

                                  Alexa Cangialosi / acangialosi@successcomgroup.com / 973-992-7800, x172

PRSSA News

Michael Cherenson, APR, Fellow PRSA, Elected as PRSSA 2020-2022 National Professional Adviser

 

NEW YORK, January 8, 2020 — The Public Relations Student Society of America (PRSSA), the foremost organization for students interested in the public relations and communications fields, announced today that Michael Cherenson, APR, Fellow PRSA, has been elected to a two-year term on the National Committee as the 2020–2022 National Professional Adviser.

In his role, Cherenson will counsel fellow members of the National Committee, assist Chapter Professional Advisers and help Chapters discover and connect with Professional Advisers.

Cherenson, chief public relations counselor for SCG Advertising & Public Relations, has 30 years of professional experience spanning many sectors of the public relations industry. The communications veteran has a long tenure of leadership within PRSA, serving as Chair and CEO in 2009. He was inducted into the PRSA College of Fellows in 2011. Cherenson is currently a member of the Educational Affairs Committee and co-chair of the College of Fellows’ SAGE Committee. He previously served on the PRSSA National Committee as PRSA Board Liaison during the 2003–2004 term.

“Michael’s extensive experience and involvement in PRSA made him the perfect candidate for this position,” said Nicholas Goebel, PRSSA National President. “We look forward to working with him this upcoming term.”

Outgoing National Professional Adviser Ben Butler, APR, will complete his term on May 31, 2020. PRSSA members and advisers are encouraged to connect with both Butler and Cherenson at the PRSSA 2020 Leadership Assembly taking place in Scottsdale, Arizona, from April 16-19.

About the Public Relations Student Society of America (PRSSA)
The Public Relations Student Society of America (PRSSA) is the foremost organization for students interested in public relations and communications. Founded in 1967 by its parent organization, the Public Relations Society of America (PRSA), PRSSA includes nearly 10,000 student members and advisers, and is active on nearly 375 colleges and university campuses across the U.S. and in Argentina, Columbia, Peru and Puerto Rico. For more information, please visit www.prssa.org.

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Michael Cherenson

Public Relations EVP joins One To World board of directors

Contacts:             Kurt Praschak / kpraschak@successcomgroup.com / 973-992-7800 x.289

                                  Alexa Cangialosi / acangialosi@successcomgroup.com / 973-992-7800, x172

Public Relations EVP joins One To World board of directors

 

Lincoln Park resident and SCG Advertising + Public Relations exec Mike Cherenson

 

PARSIPPANY, NJ (October 28, 2019) – Lincoln Park resident and SCG Advertising + Public Relations Executive Vice President Mike Cherenson has joined the One To World board of directors, on which he will support the organization’s ongoing mission of bolstering connections between New York-area communities and international students, including Fulbright scholars.

 

One To World’s core activities include enrichment programs for international students, global education for area schools, and development and peer support for international educators. These are designed to provide a unique opportunity for U.S. residents and international students to interact and engage, in hopes of creating solid, international relationships.

 

“It’s essential to bridge societal barriers, so students can embrace diversity and create connections, regardless of their backgrounds,” Cherenson explains. “I’m honored to have been selected for this role, and I’m eager to support One To World’s mission of intercultural understanding.”

 

As executive vice president with more than three decades of industry experience, Cherenson oversees the public relations activities for SCG’s broad range of clients. The 2009 chair and CEO of the Public Relations Society of America (PRSA), Cherenson is a graduate of Ithaca College and holds an advanced certification from the Graduate School of Political Management at George Washington University. He currently is a member of PRSA’s Educational Affairs Committee and serves as a site team member for the group’s CEPR Certification program. He is also a site team member for the Accrediting Council on Education in Journalism and Mass Communications (ACEJMC), sitting on the organization’s Accreditation Committee.

 

The author of multiple studies focused on reputation, Cherenson is an alumni of The Joint Civilian Orientation Conference (JCOC), the oldest and most prestigious public liaison program in the Department of Defense, and the only outreach program sponsored by the Secretary of Defense.

 

NOTE: A digital portrait of Mike Cherenson is available here.

 

About One to World 

One To World engages the almost 100,000 international students studying in the New York-area (including over 800 Fulbright grantees) through programs that create understanding and build positive relationships between area residents and these unofficial ambassadors from around the world. The programs provide a unique opportunity for U.S. residents and international students to engage on an intimate level; having dinner inside local homes, sharing culture and experiences in the classroom, and volunteering their time together through community service projects.

Additional information is available online at www.onetoworld.org or by calling 212-431-1195.

 

About SCG Advertising + Public Relations

Founded more than half a century ago, SCG (Success Communications Group) provides 21st century communication services highlighted by creativity, passion, and innovation. With specific expertise in advertising, marketing, public relations, social media, digital marketing, and recruitment, SCG is headquartered in Parsippany, NJ, with regional offices in the metro areas of Philadelphia, Atlanta, San Diego, and Tampa.

Additional information is available at www.successcomgroup.com, as well as on Facebook  and Twitter.

 

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one to world board of directors

Public Relations: On the Front Lines of Battling False Information

public relationsAs the antenna, conscience, and voice of the organization, the public relations profession is on the front lines of identifying and dealing with information warfare.  While several business and communication disciplines — including public relations — help build and drive brands, reputation, and sales, public relations stands alone in the broader effort of building mutually beneficial relationships, connecting people and ideas, and providing a voice in the marketplace of ideas, facts, and viewpoints to aid informed public debate.  The currency of public relations is trust and evidence is clear that disinformation undermines trust, erodes communication channels, and significantly disrupts our democracy, economy, workplaces, and communities – basically, our entire way of life.

Information Warfare comes in several forms

  • Mis-information. False information – but not created with negative intent.
  • Dis-information. False information, specifically created to harm a person, social group, organization, or country.
  • Mal-information. Information based on reality … but used to inflict harm on a person, organization, or country.

Information Warfare is a significant threat

According to the Institute for Public Relations’ 2019 Disinformation in Society Report, 63 percent of Americans view disinformation as a “major” problem in society, on par with gun violence (63%), and terrorism (66%). More than half (51%) of respondents said they encounter disinformation at least once per day, while 78% said they see it once each week.

 

The 2019 Edelman Trust Barometer revealed that 73% of those surveyed worry that misinformation, fake news, and digital bots are modern weapons of propaganda.

 

A study by three MIT scholars found that false news spreads more rapidly on the social network Twitter than does real news. False news stories are 70% more likely to be retweeted than true stories and it takes true stories about six times as long to reach 1,500 people as it does for false stories to reach the same number.

 

In addition, repetition of misinformation increased perceptions of its accuracy, per a study from McMaster University.

 

Information Warfare has an impact

While Russian disinformation campaigns in the U.S. garner tremendous attention, a 2019 University of Oxford study found evidence of organized social media manipulation campaigns in 70 countries, up from 48 countries in 2018, and 28 countries in 2017.  “Around the world, government actors are using social media to manufacture consensus, automate suppression, and undermine trust in the liberal international order,” the report said.

 

Beyond political or governmental entities, organizations and individuals are often the victims and perpetrators.

 

In 2017, anonymous online messages spread a false campaign against Starbucks, by posting bogus tweets to promote “Dreamer Day,” on which the company was supposedly giving free drinks to undocumented immigrants. And, Coca-Cola was forced to address false reports about a Dasani bottled water recall caused by “clear parasites.”

 

In 2015, the Securities and Exchange Commission “filed securities fraud charges against a Scottish trader whose false tweets caused sharp drops in the stock prices of two companies.”  A Canadian couple used the Web and social media to inflate the stock of companies with small capitalizations and then pocketed $2.4 million by selling shares of those companies.  In India, 10 people were killed by lynch mobs after false information about child abduction gangs spread rapidly on WhatsApp.

 

In Nigeria, police say false information and incendiary images on Facebook have contributed to more than a dozen recent killings in an area plagued by ethnic violence.

 

How do Deal with Disinformation

  • Real-time listening and monitoring is essential, as is quickly identifying false or misleading information that impacts an organization.
  • Invest heavily in trust, relationships, and a good-will reservoir so your organization can withstand an attack.
  • Make ethics a priority and keep your house in order
  • Prepare and have plans in place to address false or misleading information.
  • Identify and cultivate third-party advocates who can speak on your behalf.
  • Quickly knock down misinformation.

 

Michael Cherenson, ARP, Fellow PRSA

Executive Vice President, SCG Advertising + Public Relations

Parsippany, NJ

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