US: How staff changes in the Information Center
Posted by Jean Yves Chainon on August 29, 2007 at 2:48 PM
Gannett’s Local Information Centers have done more than reword newsroom terminology. They have changed the concept of a newspaper altogether: it’s about delivering content when and how consumers want it. Inlandpress.org collected lessons learnt by the News Press from the human resources’ point of view.
"We're no a longer daily newspaper," said Cindy McCurry-Ross, senior managing editor of the News Press, a 97,000-circulation daily. "We're a 24-hour information center."
News-Press replaced its print model with an information gathering model – terminology included. Now “collectors” (journalists, photographers and others) send their content to a centralized Information Center. The Center then proceeds to distribute the content to “connector” products: daily and weekly newspapers, magazines, niche publications and online editions.
"The information center is about making connections with readers," she said. "It's giving readers what they want, how they want, when they want it."
Web-first policy already seems like an old notion at the paper.
Somewhat paradoxically (although it’s in fact perfectly normal), the innovative evolutions have also brought back some old-fashioned reporting skills. Mobile journalists, equipped with high-tech mobile devices, have introduced to refocus on local beats.
It’s true that the News-Press is one of the most accomplished examples in the transformation of Gannett’s newsrooms, and the parent company likes to showcase its successes.
Ann Weinberg, vice president of human resources at the News-Press, gives a few pointers to help staffers do the transition from the old model to a novel newsroom organization.
These include the classics: communicate, be flexible, train managers and staff appropriately. But also be prepared for the turmoil caused by newsroom change, which will settle as staffers get used to it, and reward successes. Why not host “monthly progress parties that celebrate changes accomplished during the month,” wrote inlandpress.org.
As your newsroom changes, there will be choices to make for your staffers too. "Remember that every opening is an opportunity to remold the newsroom," said Weinberg.
Qualified staffers might come from where you lest expect it: the News-Press hired a former cop to be its police beat reporter. “Don't be afraid to "leap frog" junior staff over more senior staff if they have a vision for the new newsroom that the next person in line does not,” wrote inlandpress.org.
As staffers’ roles change, an editor should also consider compensation levels that match the set of skills possessed by their journalists.
The most important lesson brought by the News-Press: Gannett’s Information Centers are not only innovative, they’re adapted to a new generation of news.
Source: Inlandpress.org through IFRA Executive News Service
News-Press replaced its print model with an information gathering model – terminology included. Now “collectors” (journalists, photographers and others) send their content to a centralized Information Center. The Center then proceeds to distribute the content to “connector” products: daily and weekly newspapers, magazines, niche publications and online editions.
"The information center is about making connections with readers," she said. "It's giving readers what they want, how they want, when they want it."
Web-first policy already seems like an old notion at the paper.
Somewhat paradoxically (although it’s in fact perfectly normal), the innovative evolutions have also brought back some old-fashioned reporting skills. Mobile journalists, equipped with high-tech mobile devices, have introduced to refocus on local beats.
It’s true that the News-Press is one of the most accomplished examples in the transformation of Gannett’s newsrooms, and the parent company likes to showcase its successes.
Ann Weinberg, vice president of human resources at the News-Press, gives a few pointers to help staffers do the transition from the old model to a novel newsroom organization.
These include the classics: communicate, be flexible, train managers and staff appropriately. But also be prepared for the turmoil caused by newsroom change, which will settle as staffers get used to it, and reward successes. Why not host “monthly progress parties that celebrate changes accomplished during the month,” wrote inlandpress.org.
As your newsroom changes, there will be choices to make for your staffers too. "Remember that every opening is an opportunity to remold the newsroom," said Weinberg.
Qualified staffers might come from where you lest expect it: the News-Press hired a former cop to be its police beat reporter. “Don't be afraid to "leap frog" junior staff over more senior staff if they have a vision for the new newsroom that the next person in line does not,” wrote inlandpress.org.
As staffers’ roles change, an editor should also consider compensation levels that match the set of skills possessed by their journalists.
The most important lesson brought by the News-Press: Gannett’s Information Centers are not only innovative, they’re adapted to a new generation of news.
Source: Inlandpress.org through IFRA Executive News Service
Posted in :
0 TrackBacks
Listed below are links to blogs that reference this entry: US: How staff changes in the Information Center.
TrackBack URL for this entry: http://www.editorsweblog.org/mt/mt-tb.cgi/5317
Leave a comment