MAT mergers – how to manage your internal communications.
MAT mergers – how to manage your internal communications.
With Multi Academy Trust mergers on the rise, how can you prepare your communications internally to provide a smooth transition and ensure you get off to the best start?
Here at Glove we have tried and tested methods of communication strategies helping MAT’s specifically – but we can also look to the corporate world, and how they deal with their internal communications when a merger takes place.
For trust leaders, a rise in MAT mergers could mean a new partnership for you in the near future and one of the first things to do is consider an internal communication plan which is a vital element in the event the merger comes to fruition.
At Glove we always start with an ‘open door’ communication policy. We must ensure that all employees are notified before hearing it elsewhere. A great place to start in order for you to develop your “language” is to create a merger letter to the staff within the trusts to announce the new merger. Here is an example plan:
Inform the staff about the merger, but also attempt to clear up any confusion, anxieties or rumours that may come with the process.
Outline the timeline of the merger and provide details about both trusts, including the steps for moving forward.
Describe the reason for the merger. Ensure they understand the benefits and what can be achieved in merging, for example the opportunities for collaboration. Such as shared planning, good practice, and resources. Other examples could be broadening teachers’ skills and developing buddying/mentoring systems to enhance teaching and learning.
Address anticipated questions and concerns and describe any immediate changes that will affect the staff. You could also offer reassurance where possible. Write clearly and openly about how the merger will affect their day-to-day operations.
And lastly be sure to direct further questions and concerns to HR - should they have additional questions or concerns. If you've scheduled a meeting to address the merger in person (which you should), alert them of that so they know when to attend and to bring questions. You want them to feel heard and valued, not left in the dark.
A MAT merger brings huge change, and although it is for the greater good can often lead to staff feeling ambivalent to such change. Your internal communications plan can really mean the difference between a positive or more negative outcome. Some rumours are just genuine worries and relatively harmless, but other stories or media leaks could damage the trust and even cause valuable employees to jump ship. Uncertainty due to poor communication will not only lead to time-wasting rumours, it will also impair employee engagement, reduce motivation and work quality, and ultimately impact the trust.
If a trust fails to communicate effectively during a merger, it risks its employees' loyalty and trust, employee retention, culture, and long-term success. Effective communication is therefore absolutely critical.
If you need help with your internal MAT communication strategy to ensure a smooth MAT merger transition then speak to our experts at Glove.
Get in touch:
info@gloveconsulting.co.uk to see how we can help.