Taking a Lead on Reputation and Crisis Management for EBMOs

This course has been designed to target specifically EBMO’s Chief Executive Officers/General Managers as well as Communications Officers at all EBMO members of Asian Confederation of Employers–ACE, the South Asian Forum of Employers-SAFE and the Confederation of Asia-Pacific Employers-CAPE. The role of these professionals is key when the time comes to develop and implement an integrated communication strategy aiming at effectively managing reputation of the EBMO and the private sector, as well as crises situations. The Findings of the 2020 Edelman Trust Barometer underlined the importance and urgency of this training programme: • 56% of people believe that capitalism in its current form is now doing more harm than good in the world. • There is a lack of trust in institutions and a loss of hope. People do not believe they will be better off in five years’ time. • 83% of workers across the world are worried about job loss due to automation, new competition and other external factors. Nearly two in three feel the pace of technological change is too fast. • 92% of employees say that CEOs should speak out on issues of the day, including retraining, the ethical use of technology and income inequality. CEOs are increasingly expected to lead from the front. In this same context, when it comes to the perception of the public, Business scores high in competence (“getting things done” faster) but scores low on ethical behaviour (“how things are done”). Nevertheless, Business scores better than the Media and the Government. In other words, the public is asking Business to connect with them. Trust is undeniably linked to doing what is right! Additionally, the current COVID-19 crisis has shown that the world as a whole and Business in particular, never imagined a crisis as deep and extensive, thus nobody was prepared. Nevertheless, the crisis has made evident the importance of the role Business plays in our society’s livelihood and well- being. When Business stopped, the country stopped. OBJECTIVES By the end of the Programme, participants gained knowledge as well as acquired tools to enable them to assess and manage risks, in addition to designing and implementing a communication strategy with the aim of improving the reputation of the private sector.  Effective risk management and risk limitation, including very practical measures that EBMOs can review such as risk registers and contingency planning.  Digging into the detail, with practical ‘take-aways’ on building the infrastructure, skills and competencies needed to deliver effective crisis management.  Making the right judgement call on how to respond, managing the media, delivering the right external and internal communication.  Elements of effective reputation management strategies and practical tools. CONTENT The course covered both reactive and proactive approaches to crisis and reputation management. Importantly, the programme also focused on prevention – i.e. what can EBMOs do to pre-empt and limit risk in order to avoid a crisis in the first place. The specific areas and themes that were covered over the course of the programme are presented as follows: 1. Session #1 - Setting the scene: Framing the overall programme aims, content and structure. This first session provided an introduction to all participants and set the tone for the rest of the course; 2. Session #2 – Focusing on prevention: A practical focus on how EBMOs can pre-empt and prevent risk, including an overview on what the emerging risks are and on practical measures including creating effective risk registers; 3. Session #3 – Building blocks for effective crisis management: What are the measures EBMOs can put in place to respond effective to a crisis. What internal infrastructure, policies and protocols can make a difference? 4. Session #4 – Delivering effective crisis management: This session moved onto delivery – What are the skills and competencies needed within the EBMO, what can we learn from practical case studies of effective crisis management? 5. Session #5 – Creating a roadmap for continuous improvement: This session dug into specific components of effective crisis and reputation management, with a focus on quick wins as measures for driving continuous improvement. 6. Session #6 – A proactive approach to reputation management: This session looked at how EBMOs around the world are leading innovative and proactive campaigns to enhance the overall reputation of business. What works, what doesn’t? ACHIEVEMENT The course consisted of a range of channels used to deliver a highly interactive and dynamic programme of one of the most pressing and important challenges facing EBMOs. A number of online modules was offered through the ITCILO e-Campus online platform to be completed from 2nd of November 2020 to 9th of April 2021, for a total of 50 learning hours. The course comprised different learning elements: (i) individual learning ‘at your own rhythm’ with weekly thematic modules; (ii) group assignments and exchanges with peers and experts during ‘live interactive sessions’. The time commitment was around 8 hours a week for 6 weeks for each participants. Each module included a mix of preparatory written material, video content, case studies, interactive webinars and master-classes, and Q&A sessions with external experts. The latest research, tool-kits and examples of good practice from around the world were also shared to participants in order to stimulate reflection, exchanges of views and peer to peer learning.