Using business TV within a changing organisation
A Halifax case study

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Page 4: Internal communications

Halifax 3 Image 6Programmes for HTV are researched, written, produced and edited by an in-house editorial and production team, supported by freelance directors, presenters and crews. HTV has become a key part of the internal communications structure at the Halifax and works closely alongside the printed information, such as bulletins and staff magazines.

Television is used to ‘break’ news and to increase staff awareness of developments before they read the detail in print. These details are usually circulated after transmission. On the occasions where the Halifax has needed to make major announcements to staff, HTV has played a key role. For example, when the organisation needed to introduce new Terms and Conditions, the communications drive started with a broadcast in which the Personnel Director explained the thinking behind the package and its key elements, such as new hours of work.

Evaluation and results

Before the launch of Halifax Television, two external communication agencies were used to research staff perceptions and expectations of business television. A company called Imagination was appointed to guide the HTV team in preparing for the first broadcast on 2nd August 1995 and to contribute to the development of the three strands of programmes for the first year.

Telephone surveys are carried out after each broadcast and feedback from the surveys is used to guide the editorial team as to what subjects they should be covering and how they should be covered.

A second tier of quantitative telephone research was carried out in October 1995, with follow ups in January and April 1996. Samples averaged 500 staff with a representative spread of grades and locations.

Feedback revealed

October 1995

  • Branch staff were more likely to watch HTN than Head Office staff.
  • Branch staff were more likely to discuss content and were more positive
  • Programme length was about right.
  • HTN was rated positive overall (96% agreed it was professional, 80% agreed it kept their interest, 75% agreed it was honest).

January 1996

  • HTN continued to be taken more seriously in branches than Head Office.
  • The staff continue to perceive HTN as professional.
  • Content was becoming increasingly relevant.
  • 20% distrusted the honesty of programmes.

April 1996

  • More staff agreed that they tried not to miss HTV broadcasts.
  • Higher proportion of staff were watching the video later.
  • There was an increase to over 80% discussing broadcasts afterwards.
  • Improvement in credibility.
  • The high scores for relevance, professionalism and honesty from staff and the increasing demand for programme-making from management, supported the HTV team’s perception that programmes were meeting and exceeding its objectives.

Halifax | Using business TV within a changing organisation
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