Inclusive communication approach for trade operatives

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This challenge is currently open to applications, you can review the challenge briefing by following the link for the video replay.

The deadline to apply for this challenge is Friday 29th November at 5pm.

This support is fully funded by the UK Government through the UK Shared Prosperity Fund.

Tees Valley Innovation Challenge is delivered by Edge Innovation Ltd and Health Innovation North East and North Cumbria on behalf of the Tees Valley Mayor and Combined Authority, and the Tees Valley Business Board

About Thirteen Group

Thirteen Group, a housing association providing homes and services to around 100,000 customers in the North-East, Yorkshire, and Humber, employ a diverse team with varying roles, backgrounds and skills - requiring tailored internal communication approaches. 

Internal research shows that while the majority of Thirteen colleagues are happy with the internal communication strategies, their trade operatives can feel disconnected from the corporate side of the business due to limited device access, poor internet in off-site locations, impairments like poor eyesight, literacy or digital skills issues, and negative perceptions of corporate messaging. 

Improving direct communication with trade operatives is essential to prevent misinformation, avoid process delays, and ensure that corporate values are reflected in practice. This is crucial for maintaining service quality. 

About the challenge:

The goal is to create a targeted communication framework with actionable processes and tools to enhance engagement between trade operatives and the internal communications team, both directly and via managers. This framework should align with Thirteen Group’s culture strategy for sustainable, long-term impact. Proposals may include new engagement methods or tools for managers, but they must optimise operatives' limited time to avoid disrupting daily operations and align with Thirteen’s broader communication strategies. 


People current state and future state

Current state

Future state

Lack of understanding and engagement with internal communications: 

  • Perception of irrelevance: Information is often seen as irrelevant due to a lack of understanding of its potential benefits. “"Why do I need to know all this other stuff?" 
  • Perception of “corporate” talk: Unfamiliar tone or language can create a negative perception of "corporate" talk, leading to disengagement. 
  • Accessibility issues:  
    • Eyesight issues 
    • Access to equipment, devices or internet  
    • Knowledge on how to access digital resources 
    • Literacy issues. 
  • Essential information: Trade operatives primarily use communication tools for essential tasks, like accessing pay information or submitting holiday requests. 
  • Reliance on Colleagues for Information: Information relayed informally between colleagues can lead to inaccuracies. 
  • Limited dedicated time for communications: There is a perception that time spent reading or engaging with communications distracts from “real work.”

Trade Operatives such as: 

  • Electricians 
  • Repairs and Maintenance 
  • Plasterers 
  • Investment Operatives 

 

A clear and engaging communications eco system: 

  • Motivated Operatives: improved understanding and relevance of information, driving motivation to engage. 
  • Accessible and inclusive: Communications channels cater to individuals’ accessibility needs and preferences. 
  • Consistent communication protocols: Managers and staff are aligned on when and where they can access important information. 

 

Technology current state and future state

Current state

Future state

The internal communications team use a range of communication tools to fulfil the diverse needs of staff members: 

Intranet (workplace by meta – closure due in August 2025):  

  • Features: Shares nice-to-know and need-to-know information, filtered by an algorithm. 
  • Drawbacks: Some staff find it the information shared irrelevant. Many access it only for holiday or pay tools, with some unable to access it and relying on managers instead. 

Toolbox talks:  

  • Features: In-person sessions to deliver job-specific information to teams, fostering relationships and two-way communication. 
  • Drawbacks: Attendance of office staff is uncommon. The messaging and structure of delivery can vary from manager to manager. 

Email (T-Time Newsletter): 

  • Features: A quarterly company-wide update with summaries and visuals that are generally well-received across the business. 
  • Drawbacks: Click-through rates are low, and tracking engagement is challenging. 

Plain text Emails:  

  • Features: Preferred by many for important updates due to simplicity and directness. 
  • Drawbacks: Dependence on sender trust; internal emails are sometimes ignored due to repetitive content. 

Emails to managers: 

  • Features: Alerts managers to important and time-sensitive information. 
  • Drawbacks: Managers may not always communicate information effectively to staff. 

Teams:  

  • Features: Facilitates direct, real-time communication between team members. 
  • Drawbacks: Not used by the internal communications team, making tracking usage difficult. 

Business Briefing:  

  • Features: Annual mandatory in-person event where leadership delivers high-importance updates. 
  • Drawbacks: Information overload that can make engagement challenging. Also requires high time investment. 

An efficient and accessible communications eco-system to engage with trade operatives: 

 

  • Integrated communications that cater to the diverse preferences of staff. 
  • More opportunities for input that help trade operatives to feel heard.  
  • More opportunities for effective in-person engagement. 
  • Improved accessibility through use of plain language.  
  • Improving digital and technical literacy and improving usability for those with impairments. 
  • Targeted, segmented information, to ensure relevance and clarity. 
  • Team leaders are inspired and well equipped to deliver internal communications. 
  • Improved ability to track engagement and reach across the organisation, which can be used to inform future communications strategies. 

Finance current state and future state

Current state

Future state

  • Strategic/Cultural Objectives – Trade operatives often feel disconnected from the company culture and don't see it as relevant to their roles, leading to a disconnect with leaderships cultural goals. 
  • Staff satisfaction – Corporate jargon hinders understanding, and operatives have limited control over the type and method of information they receive. 
  • Inclusive staff feedback - Poor engagement with company surveys and research mean critical voices aren’t heard. 
  • Customers experience– Misinformation among trade operatives can negatively impact customer service, as essential information or process changes may not be effectively communicated. 
  • Strategic/Cultural Objectives – Employees understand and connect with company culture, allowing their work to reflect company values, which can be evidenced to senior stakeholders.  
  • Staff satisfaction - Communication tools are inclusive of all roles improving awareness of and access to essential resources. 
  • Inclusive staff feedback – Increased visibility of all staff and improved Net Promoter score. 
  • Customer experience – Trade operatives are well equipped and informed to provide consistent, high quality customer service. 

In scope

  • Improve engagement and communication between trade operatives and the internal communications team, both directly and through managers.
  • Provide actionable processes and practical tools aligned with Thirteen’s culture strategy.
  • Ensure sustainable approaches that are scalable across housing associations or in other relevant markets.
  • Integrate with existing communication methods and digital tools.
  • Ensure inclusivity for individuals with varied impairments and communication preferences.
  • Be accessible for those with tech literacy and device access challenges.
  • Facilitate stronger relationships and alignment among staff.
  • Track staff engagement and reach, particularly with hard-to-reach groups.

Out of scope

  • Create unmoderated two-way conversations between associates.
  • Focus on communication with external parties such as consultants.
  • Focus on discovery work without tangible actions or tools to take forward.
  • Provide a one-off activity.
  • Be a repetition of existing accepted industry communication methods.
  • Cause major disruptions to day-to-day operations.
  • Rely on the development of a new digital system.
  • Make changes to core operations such as payroll or holiday systems.
  • Suggest changes to the existing culture strategy.

Apply for this challenge

To access this support, you must be a small or medium-sized business based in Tees Valley (Darlington, Hartlepool, Middlesbrough, Redcar & Cleveland, or Stockton-On-Tees).

Support is fully funded by the UK Government through the UK Shared Prosperity Fund.

Tees Valley Innovation Challenge is delivered by Edge Innovation Ltd and Health Innovation North East and North Cumbria on behalf of the Tees Valley Mayor and Combined Authority, and the Tees Valley Business Board.

Tees Valley Innovation Challenges - Application form

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