2015 Class 2: Best change communication strategy (Winner)

Financial Directorate of the Slovak Republic

Company Name: Financial Directorate of the Slovak Republic

Entry Title:Tactical Internal Communication of the ISFS-SD Project – Communication – Key to the Success


 Tactical Internal Communication of the Project ISFS-SD “Communication – Key to Success”

Financial Administration

A state organization established in 2012 by merging customs and tax administration. Its main mission is an effective collection and administration of taxes and duties. It contributes with 90 percents to fulfillment of the state budget. It employs nearly 10,000 people

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OUR ACTIVITIES

Who we are

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BACKGROUND

KONS – The aim of KONS system in 2012 was a consolidation of existing information tax systems. Its introduction failed and had far-reaching political and social consequences and very negatively affected the work of the employees of our state organization.

NEW SYSTEM – Tax offices returned to using the outdated system called RDS. The role of management, however, was to implement by 2015 a new information system called ISFS-SD (Integrated System of Financial Administration – Tax Administration).

STRATEGY – To avoid negative reactions from the approximately 4,500 employees of tax offices, a new mission of communication department was to use all available internal communication tools. An internal communication strategy was essential for the success of the project so the employees can identify themselves with the new tasks.

ISFS-SD – Nearly three-year effort was completed on 2 March 2015, when the financial administration began using a new information system ISFS-SD providing users with new functionalities.

RISKS ANALYSIS

After the experience with the introduction of KONS, it was expected that for the employees of the tax offices another upcoming change will be burden in their working process that they will not want, in such a short period of time, to undergo again.

The list of risk factors by employees that could jeopardize the success of the project:

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SETTING INTERNAL COMMUNICATION

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COMMUNICATION DIRECTIONS

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INTERNAL COMMUNICATION MEDIA

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READY FOR CHANGE?

In November 2014 we did a survey, among more than 4,500 employees of tax offices, titled “My opinion on ISFS – briefly and quickly“. Its return was 62.6%.

  • nearly half of respondents (47%) expressed negative feelings in connection to the implementation process of ISFS-SD
  • 18%ofthemalsoexpressedtheirproposaltoimprovethecurrentstate
  • respondents mostly concerned the date of implementation of ISFS-SD, its complexity, lack oftraining and the similarity of the current situation with the implementation of KONS in 2012
  • 26% of respondents expressed the proposal to improve the current situation withoutexpressing their feelings
  • only 2% of respondents expressed positive feelings in connection to the implementation
    of the project ISFS

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EFFECTIVE AND INEFFECTIVE TOOLS

Financial administration is an example of so called “closed-type” organization. It is characterized by high level of formalization and centralization of the activities. In addition, a form of communication in the organization is also affected by above mentioned. Communication in a closed type of organization usually has one-way character, and with the direction “top-down”.

That is why we focus on periodical collection of the comments and feedback from our employees. We placed a great emphasis on the analysis of a first cross-sectional measurement of readiness of the organization for a change. Based on the findings and employees expectations we set another process in the management of internal communication within the project.

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TIME FOR CHANGE

Strategic measurements:

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COMMUNICATION TOOLS

During the project ISFS-SD, we used all the tools of verbal and nonverbal communication, as well as supporting project communication tools.

The main objective was to provide our employees with the necessary information about what was happening in the project.

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DECISIVE TOOLS OF VERBAL COMMUNICATION

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MANAGEMENT SUPPORT FOR THE STAFF THROUGHOUT THE PROJECT

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TOOLS OF NON-VERBAL COMMUNICATION

Online a offline throughout the project

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DEMONSTRATION OF NON-VERBAL COMMUNICATION TOOLS

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SUPPORTING TOOLS OF INTERNAL COMMUNICATION

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CREATING A LOGO AND SLOGAN OF THE PROJECT

Slogan and logo became clear and easily identifiable elements of the campaign to introduce a new tax information system. They were used mainly in internal communication (articles, presentations, promotional materials, posters, etc.).

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“YOU ARE NOT ALONE”

The Establishment of an Internal Call Center

Employees were given the opportunity for obtaining information and support to contact selected employees of the organization
via a particular phone number.
The establishment of the centre was a great success.

“You are not alone”, became a communication motto, used for expressing our support to a group of involved employees

  • 21 best trainers
  •  All roles representation
  •  Ensuring a single collection point of incidents
  •  Ensuring the awareness of end-users
  •  Future – unification of procedures of all tax and customs offices in Slovakia

MOTIVATING PACKAGE

  • Mugs for testers, implementers and trainers
  • A computer mouse pad. An important device for those who have not previously worked with a mouse.
  • The best tax office competition
  • The brochure with photographs and statements of all ISFS-SD team members “Behind every successful projects search for a team” awarded 3rd place in the competition Corporate Medium of the year 2014, category Business brochures

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SUPPORTING METERIALS

Support before and after ISFS-SD implementation

Support at offices

  • 103 trainers and testers
  • posters on 99 buildings of our organization

Posters, leaflets for clients to indicate the introduction of a new system and inconveniences associated with it. 7 000 pieces. Common premises at tax offices, public premises and the client zones.

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SUMMARIZING THE BUDGET

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As we are a national organization, we tried to eliminate costs and activities associated with the implementation of the system managed at our own expenses. Professional activities within a risk analysis and training for directors of tax offices were provide by an external agency.

PROJECT MILESTONES

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WE MET THE GOAL

Implementation of the system ISFS-SD was successful.
Employees of the tax offices processed 996,652 income tax returns.
We were able to return EUR 292,747,015 from overpaid income tax returns.

In terms of internal communication, we used all available tools to achieve the objectives of the communication project plan. During each phase of the project we remembered to collect the feedback, using the questionnaire, personal meetings, focus groups and others.

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