“Digital” continues to disrupt and create new opportunities for businesses and brands across multiple areas of their organizations. From real-time response to hyper-connected customers and employees, companies often struggle to fulfill the increasing demand for fast, personalized responses to their requests and concerns. Highly trusted employees can be an organization’s greatest asset during this transformative time. But today’s employees have very different expectations and needs as well. Join David Armano, Global Strategy Director of Edelman, and Cydney Roach, U.S. Practice Lead for Edelman’s Employee Engagement Practice, for an exclusive webinar with Dynamic Signal. The panel will discuss: - What got us here and how an organization’s digital transformation journey impacts its future - How to engage employees using new technology and techniques - How trust factors into brand reputation and employee advocacy

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State of
(dis)Trust

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Source: 2017 Edelman Trust Barometer Q11-620. Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right using a nine-point scale, where one means that you “do not trust them at all” and nine means
that you “trust them a great deal.” (Top 4 Box, Trust) General Population, 28-country global total.
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Source: 2017 Edelman Trust Barometer Q11-620. Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right using a nine-point scale, where one means that you “do not trust
them at all” and nine means that you “trust them a great deal.” (Top 4 Box, Trust) General Population, 28-country global total.
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What can companies do to
combat such low levels of trust?

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Source: 2017 Edelman Trust Barometer Q80-639. How important is each of the following attributes to building your TRUST in a company? Use a 9-point scale where one means that attribute is “not at all important to building your trust” and nine means it is
“extremely important to building your trust” in a company. (Top 2 Box, Importance) Data displayed is mean Top 2 Box rating for the listed items. Items were included if they were considered important by 50% or more of those who believe the system is failing.
General Population and cut by “the system is failing segments”, 28-country global total. Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated, please refer to the Technical Appendix.
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Source: 2017 Edelman Trust Barometer. Q130-747. Below is a list of people. In general, when forming an opinion of a company, if you heard information about a company from each person, how credible would the information be—extremely credible, very
credible, somewhat credible, or not credible at all? (Top 2 Box, Very/Extremely Credible), question asked of half the sample. General Population, 28-country global total.

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Source: 2017 Edelman Trust Barometer Q754. You are about to see a series of two choices. Each choice describes a different source of information, a different format for presenting information, or a different style of communicating information. For each pair,
we want you to choose the one that you are more likely to believe is giving you the truth. While we know that some of these choices may not be easy, please do your best to select only one of the two options given--the one that is most likely to be true most
often. General Population, 28-country global total, choices shown to half the sample.

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If not the company and/or CEO
who do consumers trust?

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“In a world of
dispersed authority,
the battle for the truth
will be won or lost
with the employees.”
- Richard Edelman

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Source: 2017 Edelman Trust Barometer Q610. Who do you trust MOST to provide you with credible and honest information about a company's financial earnings and operational performance, and top leadership’s accomplishments? Q611. A company’s
business practices, both positive and negative, and its handling of a crisis? Q612. A company’s employee programs, benefits and working conditions, and how a company serves its customers and prioritizes customer needs ahead of company profits? Q613. A
company’s partnerships with NGOs and effort to address societal issues, including those to positively impact the local community? Q614. A company’s innovation efforts and new product development? Q615. A company’s stand on issues related to the
industry in which it operates? General Population, 28-country global total, question asked of one-quarter of the sample.

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How do these insights impact
employee engagement?

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Two key insights to leverage

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HOW DO YOU ENABLE EMPLOYEES AS POWER COMMUNICATORS AND BRAND AMBASSADORS?
HOW DO YOU INSPIRE YOUR PEOPLE AND BUILD TRUST?
Employer Brand
1 Omnichannel Employee Communications
2
Enable People Managers to “Trickle Up Trust”3
Purpose4

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From Trust to Transformation —
The Digital Journey Never Ends

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Trust
The Digital Transformation Journey is an Infinite Loop
Digital
Transformation

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Consumers Now Expect Immediate Response

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How are companies digitally transforming
to adapt to these expectations?

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The Digital Transformation Journey
Plan Test Collaborate
Evolve Optimize Engage

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Navigating the Journey: People, Process and Platforms

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Digital Transformation From the Inside Out

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Education: Helping Employees Engage and Connect with Others
Deploy
•modules to
employees
Load
•completed modules
into their learning
management
system.
Submit
•PowerPoint slides
with talk track and
notations to vendor
to create the digital
learning modules
Transform
•outline into slides,
including examples,
graphics and
animation
Build
•lesson outline with
details & examples
Develop
• bullet points for
lessons to address
each learning
objective
Outline
• learning objectives
Determine
•Audience for the
lesson(s)

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Information: Making Information Relevant, Compelling and Accessible
An Informed Workforce is
An Engaged Workforce
What We Do: We advise on, consult and help
organizations re-design and re-deploy the way
employees access information.
• Intranet consultation and audit
• Agnostic tech advisory
• Employee experience and Intranet design
• Content strategy and architecture

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Collaboration: Employees Connecting And Collaborating Across The Organization
A Connected Workforce
What We Do
Today’s organizations require employees who are able
to navigate traditional silos and work with peers and
colleagues across geographical or organizational
boundaries. We help organizations foster more
effective, efficient and scalable employee collaboration.
• Collaboration readiness assessment
• Strategic roadmap
• Digital platform analysis
• Collaboration system design and integration
• Message development and content creation
• Measurement, reporting and analysis

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Distribution: Delivering Information to Employees on their Terms
Content—Where and How
Employees Want It
What We Do
• Content and engagement strategy
• Influencer and advocate identification
• Internal audit and distribution system design
• Content creation and employee management
• Internal and external program development
• Measurement, reporting and analysis

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Dynamic Signal Works With The World’s Leading Companies

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Learn more at dynamicsignal.com
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