There’s something going on at Home Depot.
During a visit to my local Home Depot this week – my first in several months — I immediately spotted some changes, the first being the four orange apron-clad employees who greeted me as I walked in the door and offered to help me locate the items on my list.
I admit it – my first thought was that I was singled out because of my gender, sort of a reverse profiling. But I quickly realized that every customer who entered was greeted in the same way.
I saw lots of other changes too, such as increased staff in the paint department (a source of much past frustration) and lots of stock on the shelves. As I engaged in some casual conversation with the cashier, he mentioned that Home Depot is making a number of changes, all designed to win back customers and build loyalty. That’s right, the cashier told me.
From an employee communications standpoint, that type of interaction is enough to send us into a happy trance. We face a daily struggle to ensure that, amidst all the other “white noise” generated by our organization, employees at every level of the organization are familiar with the company’s goals and know how their work supports those goals. Clearly, the folks at Home Depot are on the right track.
I did a little digging when I got home and found a BusinessWeek article from mid-May, “Putting Home Depot’s House in Order.” I was interested to read that, in addition to a number of operational changes implemented by the retailer’s newest executive vice president of U.S. stores, the communications team has implemented a new policy designed to tame the email beast. Instead of the 200 or so company emails and reports that a manager would typically receive on Mondays, the flood has been reduced to a single message. The remaining info is posted to the company’s intranet.
Having been on the frontlines of that battle at a former company, I have great respect for Home Depot’s communications team and their ability to change behaviors, both at the corporate level where “Information push” is the general rule of thumb and at the unit level, where lack of time is often cited as an obstacle to intranet adoption.
Apparently, the Home Depot employee communications team found an opportunity to integrate their change into the division’s overall business strategy, successfully linking streamlined communications with more time for the store manager to focus on customer service and satisfaction.
Like the best home remodel, that internal communications change should yield a significant return on their customer win-back efforts.
Susan C. Rink is principal of Rink Strategic Communications, which helps clients take their employee communications to the next level. Email her at firstname.lastname@example.org.