Editor's Note:
The State-owned Assets Supervision and Administration Commission recently issued a list of contact details for 115 spokespersons working for SOEs, including mobile phone numbers and e-mail addresses. What is the major weakness in the current Chinese spokesperson system? Why have some in the field labelled it as a "high-pressure and high-risk" career? Global Times (GT) reporter Huang Jingjing interviewed Liu Xiaoying (Liu), a journalism professor at the Communications University of China and lecturer for training classes for spokespersons organized by the State Council Information Office, and Sameh El-Shahat (El-Shahat), president and co-founder of China-I Ltd, which advises SOEs and government departments on communication strategy, on these issues.
GT: How do you view the publication of the detailed contact info, compared with before when only office numbers were released?
Liu: It's a step forward. In years past, when incidents and emergencies happened, people had no idea who to ask to get information. But now, people not only know who is responsible but also have channels to contact the right parties at any time.
El-Shahat: It is definitely good that stakeholders can see that SOEs are becoming more open. Recently these companies have come under criticism for being out of touch, but having a name and number makes for a more personal relationship with the public, consumers and other stakeholders.
A number with a name is a far more powerful commitment to communication than a generic office number, and shows that the SOEs and the government are serious about making the state sector more accountable.
GT: Some have commented that handling calls passively can hardly promote information transparency. What they need to do is release information voluntarily.
El-Shahat: The calls by themselves are not enough. For the spokespersons program to be really effective, issuing the details of the spokesperson must be part of a larger and more proactive communication strategy. Communication strategies are an essential part of the SOEs' business policies.
At the moment, we find communication is still an afterthought, or something that takes place in an emergency. Good communication means better branding for these companies, and more revenue. That is why we recommend that communication and branding policies are at the heart of every management decision.
GT: What are the major defects of the spokesperson system in China?
Liu: In some areas, especially underdeveloped regions, there is still a lack of information transparency. Another fatal weakness is that the spokespersons are not given adequate responsibilities, and they often fight alone. They are restricted from attending some important Party meetings, thus do not have clear access to firsthand factual information. This makes them act passively when facing the public.
Another problem is poor communication skills. Talking openly should be encouraged, but communication is an art form that needs training and practice.
As a spokesperson, your task is not to purely defend your employer but to know the truth and be a bridge between your boss and the public.
El-Shahat: These spokespersons are given very difficult tasks because the decision to communicate better with stakeholders is a relatively recent one.
They have to drum up enthusiasm not only among the public, but also within their own organizations to provide them with information that they can pass on to the world as part of their work.
Chinese companies are relatively new to stakeholder relations management and effective communication strategies have still not been implemented. That is a big weakness for these SOEs as they go out into the world, and try to buy foreign companies, for example.
GT: In recent years, several spokespersons have drawn widespread anger for their improper remarks during public occasions. Some also say the occupation is a high-risk one. What are the main challenges for Chinese spokespersons?
Liu: The occupation is not well-protected. The spokespersons become cautious with every word to avoid any mistake. But meanwhile, they have to be on high alert to not step outside the boundaries the superiors have set.
Today, information spreads quickly and sometimes grows out of the reach of the government. In addition, the public's desire to know the truth has soared to unprecedented heights. This poses tougher challenges for spokespersons, in terms of quickly collecting information and making a prompt response.
El-Shahat: As China reforms and opens up, its companies have to deal with doing business under the glare of 24/7 media and a more inquisitive public that demands accountability, whether at home or abroad.
Communicating does entail some risks, but far less than not communicating. Mistakes will be made, but lessons will be learned.
Dealing with the general public requires different approaches than dealing with paying customers, or a potential acquisition. SOEs have made a good start, but spokespersons need better strategies, otherwise they will always be seen as reacting and being behind the curve. The phone numbers help, but more is needed.