The Big Question-Jul07

What can UNSW do to gain back trust following its shock closure of UNSW Asia?

Just as businesses constantly require planning to be successful, the closing of subsidiary operations need careful consideration of the effects for many stakeholders to minimise impact on reputation.

That is the major learning from the abrupt closure of the UNSW Asia: careful planning with full measures to assist those affected; implementation; and transparent communication with all stakeholders could have reduced the heartache for all. Timing is also key - an announcement like this, two weeks before students' exams is appalling.

Closure of operations creates significant uncertainty so it is not possible to prevent negative responses. Many managers make the mistake of wanting to suppress bad news which causes them to shut down communications or trying some ‘spin' blaming other parties for their failure.

The focus instead should be on taking ownership of the problem and treating affected stakeholders - who are human after all - with compassion and providing solutions at the earliest opportunity for their newly-created problems (ideally as soon as the bad news breaks or within the first few hours).

Glenn Schloss

Regional Director, Corporate Communications, Asia Pacific

Hill & Knowlton

UNSW Asia's public relations management of its unexpected closure was a typical case of too little done too late. Could the media circus have been avoided if it had more actively coordinated with EDB and MOE to come up with a well-fortified media response prior to the announcement?

The University's clumsy and unilateral handling of the media in the initial stages of the incident turned into a farcical finger-pointing game, with each of the three parties frantically trying to absolve itself of blame. It also highlighted its lack of or poor execution of its internal and external crisis communication plans which as a result alienated even the University's own teaching staff when it withheld or delayed disclosing their compensation packages.

Taking the initiative to offer sincere and generous ‘goodwill' compensation packages beyond what is legally or commercially necessary to its affected students and staff would be a good first step towards rebuilding the trust it has lost along the way.

Matthew Loh

Consultant

Asia PR Werkz