The InTouch approach helps employees overcome their fears and inhibitions by allowing them to express themselves confidentially and anonymously - if that’s their preference. Every InTouch tool is designed to eliminate any possibility of voice recognition, handwriting recognition, phone number tracing and the source of an E-mail message. As a result, individuals are more comfortable offering their candid concerns and questions.

2. Why is InTouch preferable to internal hotlines or suggestion programs?

The biggest advantage of InTouch over internal programs is that messages can be completely confidential and anonymous. Because a sponsoring organization has no way of knowing who sent a message - unless someone leaves their name - employees have greater confidence about speaking candidly. Extensive experience has demonstrated that even employees who have wonderful ideas are reluctant to present them for fear of ridicule or rejection. With InTouch, they have far fewer concerns or reservations about communicating with management.

Other features of InTouch include several easy to remember, toll-free numbers, around the clock access from anywhere in the world, unlimited message capacity, 24-hour turnaround, multi-lingual, toll-free fax and hearing impaired options and access to a team of experienced communication consultants.

3. What kind of information does a company’s management receive?

The format for messages left on InTouch voice-messaging options is a verbatim transcript of what the caller actually says. All messages are transcribed word for word, quality checked for accuracy and then forwarded to a company contact within one business day of receipt via a choice of E-mail, fax or U.S. mail. In addition to the text of the message, the transcript information includes the date and time of the call and sequential numbering.

4. How is InTouch different from an employee assistance program?

Employee assistance programs exist primarily to help employees obtain counseling about personal issues such as depression, marriage or relationship problems, alcohol or drug abuse, financial concerns or workplace adjustment. InTouch was developed to help companies learn about organizational issues such as safety and security concerns, cost savings and new product ideas, morale issues and benefit and administrative procedures. InTouch is a natural complement to an employee assistance program.

5. How can an organization develop trust and improved front-line communication when employees have the ability to circumvent their superiors by using InTouch?

Not every manager in an organization - no matter how well the organization is run - has the resources, skills, time or inclination to be open, responsive and effective. And sometimes even great managers are perceived differently by employees who have something on their minds. Whether individual management problems are widespread - or limited - the result can be a blockage or distortion of information that is flowing to the top of the organization. Almost without exception, InTouch has been able to pinpoint problems and opportunities and significantly improve the flow of important information both up and down the organization.

The key is positioning the program as a way to leverage improved communications to everyone’s benefit. Numerous clients have found that when frustrated employees have an alternative way to express their concerns, managers become increasingly proactive in talking with them and resolving problems. In one such case, a serious front-line communication problem was so dramatically improved that InTouch is now primarily used as a “safety net.”

6. Is InTouch primarily a “gripe line” or is it really something more useful?

One of the most gratifying findings about InTouch is that when employees are treated responsibly, they tend to act responsibly. They realize that if they abuse the opportunity to communicate directly to the company’s management, little will change and their comments will just turn people off. The vast majority of messages contain specifics that will enable someone to investigate, follow-up or respond appropriately. In the program’s initial stages there can be a good deal of just plain venting; an activity which ultimately does have a positive effect on organizational effectiveness, but over time, the types of messages received can be categorized as follows:

7. What kinds of companies use InTouch and how does it get used?

InTouch has been successfully utilized by a wide variety of types and sizes of organizations including both union and non-union manufacturing companies, retailers, health service providers, financial service institutions, broadcasting stations and public sector agencies. Sizes have ranged from 150 to more than 200,000 employees. The objectives for using InTouch have been as diverse as the organizations themselves. The program tends to work best at a critical mass of around 1,000 employees, but there have been some wonderful successes in organizations below that threshold. click here to view client list

8. Will InTouch work in every organization?

There are two critical factors for assuring that InTouch becomes an effective and productive management tool.

First, there needs to be a commitment or “buy in” to the program by an organization’s senior management team. Ultimately, it is that group’s support that will determine how well the program performs.

Second, there needs to be an on-going cycle of employee feedback. If employees don’t believe that management is actually listening to their messages and giving them serious consideration, they will stop availing themselves of the opportunity. Effective communication needs to be two-way, and InTouch is no exception.

9. If InTouch is confidential and anonymous, how can management provide employees with feedback?

There are several proven methods of letting employees know their messages are being heard and considered:
• Question and answer columns in employee publications. Some sponsors have even developed their own special approaches such as a dedicated, in-house newsletter.
• Feedback at employee meetings.
• Postings on E-mail or bulletin board communications in selected facilities. The latter is used when questions or concerns are site specific.
• Implementing changes - and crediting them to the InTouch program
• Installing the exclusive Touchback™ system which permits the company to have a two-way dialogue even with employees who want to remain anonymous.
Finally, about 33% of employees on average choose to identify themselves. These individuals can either be called or provided with a written response to their questions.

It should be added that some messages can’t receive a response — typically because the topic is a sensitive one or it’s simply a remark that doesn’t merit any. All that employees need to be convinced is that someone is listening to their concerns and to that they are receiving appropriate consideration.

10. Isn’t managing the program going to create a substantial amount of additional work?

In terms of utilization, experience indicates that on average, 8% - 15% of an organization’s employees will use InTouch each year. Using the high end of that range, an organization with 5,000 employees, might expect to receive 750 messages per year or roughly 15 messages per week. Some of those messages will be about repeat themes. If the company’s management team is committed to promptly assisting whoever is managing the program, coordinating the follow-up does not need to represent a significant amount of additional work for anyone. In fact, over time, the use of InTouch typically decreases workloads. By addressing issues and eliminating organizational inefficiencies, many small but nagging problems get cleared away. That means more time can be spent on important priorities. It also means that the types and numbers of calls will change over time.

10. What if an organization is concerned about the confidentiality or sensitivity of its messages?

Since the development of InTouch in 1991, literally hundreds of thousands of calls have been recorded, transcribed, and forwarded to sponsoring organizations. Included in this total have been numerous allegations of harassment, discrimination, workplace drug use, falsification of data and dangerous practices. The company has never been involved in any legal action - indirect or direct. We are highly aware of the sensitivity of the information we handle and we have developed numerous procedures to assure the highest level of quality and integrity.

All prospective InTouch employees are submitted to a rigorous screening process which includes extensive interviewing and a minimum of three reference checks. In addition, most of the current staff has experience in either human resource or legal departments where they have routinely handled sensitive information. They also are required to sign a confidentiality/non-disclosure agreement. And as part of our standard service agreement, our company also commits to maintaining confidentiality.

For quality control and verification purposes, all messages are reviewed by a minimum of two people.

Messages are sent to clients via whatever pre-arranged secure method the client prefers. This can include E-mail (both encrypted and non-encrypted), fax or regular mail. If there is a message that InTouch believes is of an urgent nature, the company contact is immediately called and alerted to the situation and arrangements to transmit the messages are made accordingly.

InTouch has an on-going relationship with experienced corporate counsel, and should the need arise, consultation is available regarding the best approach to handling unique situations.

11. How much does InTouch cost and what is included in that rate?

The cost of InTouch is remarkably low. Pricing is based on the number of employees in the sponsoring organization and the services utilized.

The price includes unlimited utilization of the system and extensive consultation related to internal marketing and handling of messages. It also includes a supply of custom-designed reinforcement materials (e.g. magnets, wallet cards, stickers, posters). And those clients with 5,000 or more employees also receive a monthly management summary. This report is designed to reduce staff workload and to provide an outside perspective on the tone and content of the calls.

12. How long does it take to get InTouch in place?

Access to InTouch can be established in a matter of days, if not hours. Like any good program, however, the better the planning, the better the results. We advise prospective clients to take a minimum of two to three weeks to develop their launch materials and to establish their feedback procedures.

The major steps in the implementation process include the following:
• Completion of a service agreement.
• Requisitioning of a toll-free number
• Programming the system
• Design of launch materials - extensive consultation is provided
• Development of feedback mechanisms
• Informal testing