From the blog: Whether a pension fund is facing closure, or just suspending its website while investment options change, there are many reasons why a scheme might have to communicate tricky or delicate subjects.
The thing you need most when helping members through a difficult patch is their trust. If they do not know who you are, or think you are just part of the problem, they will doubt or ignore what you say, and look somewhere else for help.
Of course, it is not possible to build trust overnight. So, it is crucial to start now, before you have to start sending out tough messages.
The thing schemes need most when helping members through a difficult patch is their trust. If members do not know who you are, or think you are just part of the problem, they will doubt or ignore what you say, and look somewhere else for help.
Trustees have a habit of saying ‘the trustee’, as if it is some kind of higher being
Of course, it is not possible to build trust overnight. So, it is crucial to start now, before you have to start communicating any tough messages.
Trustees have a habit of saying ‘the trustee’, as if it is some kind of higher being. People trust people, not institutions. Explain who the trustees are, what they do, and how they are separate from the employer.
When you do have a tricky subject to talk about, get everyone using the same language and telling the same story in the same way – about what has happened and what is happening next.
It is useful to put together a ‘core story’ to do this – an internal reference guide for everyone who is involved – the administration team, PR, trustees, plus the sponsor and unions if possible. It is not about spin, it is about being clear and consistent.
At a more detailed level, choose your words carefully. They can make a huge difference to how members feel about the situation and how they respond. Does it help to describe the situation as ‘complicated’ or will that just worry people?
If there is a big decision to make, do members need to ‘vote’ or ‘choose’? Use members’ language, not corporate speak – so offer ‘help’ rather than ‘assistance’.
Find out where members are talking about the issues, and meet them there. If members are talking on social media, you should be listening.
When you find out what people are talking about you can respond – not necessarily on Facebook, but somewhere they can find you. Contact the people who are driving the online conversations and see how you can help each other to help members. For major scheme changes, would town hall meetings help? Or a phone-in on local radio?
You want members to come to you for information and help. So, make sure you are addressing all the big questions. If members are looking for an independent financial adviser, it is not good enough to point them to a website. Offer them free or discounted independent advice, or at least publish a list of suitably qualified advisers.
Simon Grover is lead writer at communications consultancy Quietroom
