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Entertainment District’s Culture Goes from Nonexistent to Bold, Proud and Experience-obsessed
Kane conducted surveys and focus groups with employees that accomplished three things:
Additionally, Kane held a focus group with employees to further flesh out details from the survey related to employee communications and engagement. Employees discussed past practices, ideas and mechanisms that they felt would be adopted by their peers.
Kane then spent time with the district’s new president and leadership team to gather information about their vision for the organization and how employees played a role in realizing it. Their vision was to be recognized for providing superb, captivating and buzzworthy experiences. We then spent time crafting succinct, clear messaging for employees that showed them how they could operationalize the company’s values and be a part of realizing its vision.
A rollout plan was developed, looping in all of the information Kane received from employees about the most effective methods and strategies for communication within their organization. Key in this rollout plan was a plan to re-survey employees annually to measure progress in enthusiasm, engagement and understanding of the organization’s mission.
In spring, after two of the organization’s largest events to-date, the district held its very first all-employee rally in one of the organization’s venues.
The new CEO of an entertainment district arrived to find the organization’s employees lacked enthusiasm for their jobs. He knew an improvement in employee morale would have an effect on customers, but needed help to address this challenge.
Employees are the face of any organization. The employees of this entertainment district and its venues interact with the general public at every event. If employees aren’t enjoying their day, it affects both customer reviews and sales.
Kane Communications Group conducted research with employees in order to build an employee communication and engagement program designed to breathe life and fun into the organization, making the district a great place to work and a place customers would keep coming back to again and again.
An entertainment district located in the Midwest was created under state statute to fund, build and operate a convention center, arena and theatre that would build the state’s professional reputation in the convention, entertainment and sporting events industry locally and nationally. With new entertainment venues being built in other cities, competition for big shows and conventions was tight. Booking and tour managers took customer reviews and client experience feedback on venues seriously. It was clear that if the venue’s employee was having a bad day, it rubbed off on the customer. And the opposite effect was just as true. This entertainment district needed to turn around its culture of disengaged employees quickly.
This district’s new CEO wanted to do everything possible to create a great employment experience that would have a positive effect on the district’s customers in the long-run. He wanted to know, “How could we build a culture filled with engaged employees who are enthusiastic about each day on the job?”
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