Internal communication is essential to build a future-proof organization. It contributes to creating a positive working environment in which employees feel seen and heard, are involved in what is going on within the organization and are well informed, so that they can perform their work efficiently and enjoy it. There is a lot involved in achieving this. How do you approach this? And who and what do you need for this?
Proper implementation of internal communication goes beyond an appealing story and the use of communication channels and resources. That is why I opt for an integrated approach, involving all disciplines that play a role in this. I would like to take you through my approach step by step.
Start with a clear analysis
How does internal communication currently work within the organization? Map out which channels and resources are used, how the communication process works, what is going well or where there is room for improvement. Determine which contact groups you need to distinguish. Think of employees in the primary process, staff members and managers. They often have different communication needs. Create personas that provide insight into their needs.
You can gather a lot of information through a survey among employees and interviews with important stakeholders. But also go into the organization for a ‘chat’ with employees. This often provides very valuable insights.
Provide direction with a clear vision and strategy
What should internal communication contribute to? Formulate a clear vision and develop your communication strategy and approach based on it. This ties in with the strategy and objectives of the organization to create real added value. Involve management and other relevant stakeholders (or collaboration partners), such as the HR and IT departments, in developing your communication strategy, so that you can count on their commitment and it becomes a joint responsibility. Create an annual communication plan and calendar in which you specifically indicate what you will do to implement your strategy.
It strategic communication frame by Betteke van Ruler is a useful tool for obtaining input from management and other stakeholders during a work session. The conversation between the stakeholders also provides shared insight into where the different disciplines need each other.
Form an internal communications team
Internal communication is not something you do ‘on the side’ as a communications department. It is a profession in itself, where as a consultant you must have knowledge of, among other things, people, organizations, leadership and behavioral change. Therefore, form a permanent team that deals with internal communication.
Based on your internal communications strategy and approach, make clear choices regarding the tasks and responsibilities of the internal communications team. Do you primarily fulfill an advisory role, for example to involve employees in changes within the organization? Or an executive role, more focused on providing understandable (task) information? This determines the size of the team and the required expertise and competencies. Don’t have the right people in-house? Then involve the HR department. She can provide assistance with the formation of the team, from drawing up job profiles to recruitment and selection of employees.
Create structure and set up processes
How does information ‘flow’ between the different contact groups? Organize the communication structure and processes in such a way that interaction, participation and feedback within the organization are promoted. Determine together with management and other relevant stakeholders what is required for this. Ranging from organizing employee meetings to deploying a feedback system and measuring employee satisfaction.
In addition, consider training to help managers to properly fulfill their (communication) role. As an internal communications advisor, you can, for example, provide training to improve their communication skills and teach them conversation techniques. This can also be part of a broader leadership development process. To do this, seek cooperation with the HR department.
As an internal communications team, you are an important link in the communication process. You are connected to all layers of the organization. This way you know what is going on and going on, from management and managers to employees in the office and in the primary process. Do you indicate that they do not know (well) what is going on? Then act on this by facilitating ‘the conversation’ between them.
Develop an effective channels/resources strategy
Whether it concerns informing the various contact groups or facilitating collaboration and knowledge sharing; internal communication is not possible without an infrastructure of digital tools, channels and resources. This is not about using as many tools, channels and resources as possible, but using what optimally supports them in their daily work. Therefore, investigate together with the IT department what is needed and consciously choose which tools, channels and resources you use. In addition, dare to stop doing what is not or less effective. Are you using new tools? Then pay attention to adoption so that they can be used effectively.
Also investigate which ‘offline’ channels, resources and activities are needed to support the communication strategy, structure and processes. Translate this into a channels/resources strategy, in which you record what you will use for which contact groups and for what purpose. For example, you can use the intranet to inform employees about facility matters, such as opening hours of the company restaurant and maintenance work. To involve the organization in the new strategy, organize a meeting at various locations where management will discuss with employees.
Involve all relevant stakeholders in developing the channels/resources strategy that help shape internal communication. For example, staff departments provide (task) information to support daily work. It is important that they do this consistently through the designated channels and resources, so that information is easy to find for the various contact groups.
In addition to all the channels and resources you use to connect employees, an inspiring working environment contributes to encouraging meetings, collaboration and knowledge sharing in the office. Together with the Facility Management department, investigate what type of spaces and workplaces are required for this, appropriate to the nature of the work and the needs of employees.
Create compelling content
To make internal communication relevant for the various contact groups, it is important to connect with what is going on within the organization. Determine what recurring topics are. This can vary from social safety, diversity and inclusion to strategy and policy. In addition, continuously retrieve current themes and determine in the annual internal communication plan how you will respond to them.
Also make sure that others take responsibility in this. Help management and managers to give meaning to the mission, vision and strategy. Provide policy makers and staff departments (such as HR, IT and Facility Management) with tools to communicate policy or (task) information clearly and comprehensibly.
Build the desired communication culture
Creating a positive working climate requires an organizational and communication culture that is characterized by openness, safety and trust. As an internal communications team, you can make a big difference by carefully choosing the topics, words and tone for communication.
But here too, leadership behavior plays a crucial role. Together with management and the HR department, determine what the desired behavior is and facilitate managers in this through training. Would you like to get started with this in a more accessible way? For example, develop conversation cards to stimulate ‘good conversation’ between managers and employees. For relevant topics, such as work and (personal) development, create cards with sample questions that they can use to discuss with each other.
Evaluate internal communication and make adjustments
Conduct regular research to measure whether you are achieving the desired effect with internal communication. Analyze the data from digital channels and resources or, for example, send out a (short) survey after an employee meeting.
Another way to collect feedback is to put together a sounding board group with whom you are in continuous contact to shape and improve internal communication.
Is employee satisfaction measured? Then see whether the results of the research give reason to adjust your communication strategy, structure and/or processes. For example, if it appears that employees are unable to find colleagues they need in their daily work, provide a ‘face book’ in which expertise can easily be searched and current contact details are provided.
Don’t wait any longer
There is a lot involved in properly implementing internal communication. But it also brings a lot to your organization! Do you opt for an integrated approach? This results in improved productivity, lower absenteeism and turnover and higher customer satisfaction.
Make sure that you have commitment from the board to take an integrated approach to organizing internal communication with all the disciplines required for this. Not only does it require an investment of time from them, it also requires a budget to structurally organize all ‘preconditional’ matters properly. From an infrastructure of digital tools, channels and resources to an inspiring working environment and leadership development.
What challenges do you face in setting up or improving internal communication for your organization? Let me know in a comment.
Source: www.frankwatching.com
