Here's how you can master Internal Communications in the age of remote work.

This is excellent! Prioritizing the platform through a voting process as the primary virtual environment is crucial. Many companies utilize Microsoft Teams, WebEx Teams, SharePoint, and various other platforms. Selecting one of these for consistent daily communication can greatly streamline operations.

Be mindful about balancing new platforms and overwhelming your team. We're constantly faced with a million modern distractions, and having multiple platforms is a recipe for information falling through the cracks!

Tecnologias que estimulem n?o só a intera??o entre o time mas também com toda a Companhia s?o super importantes para garantir uma cultura forte e que o propósito e os objetivos da organiza??o estejam alinhados entre todos. Ferramentas que atuam como redes sociais corporativas, como o Workplace, estimulam postagens em diversos formatos, além da cria??o de grupos, transmiss?o de lives e ajudam a medir o engajamento por área, tema, dentre outros KPIs, além de estimular colabora??es entre times e fazem a diferen?a para o clima organizacional.

Comunica??o n?o violenta e assertiva s?o o sonho das lideran?as no dia de hoje. Pensar como acolher, ouvir, entender e direcionar, de forma customizada, os times é o desejo de cada líder. Contudo, a mágica n?o é t?o simples. é preciso intencionalidade na escuta para que a comunica??o seja clara e direta, sem ruídos, e possa desenvolver os times, alcan?ar produtividade e eficiência.

Periodically meetings via Microsoft teams or zoom meetings are essential for all the international companies, to avoid the waste of money and time, we could solve any problem by a decision through a teams meetingas well.

Uma frase que sempre costumo usar nas intera??es com a equipe, cliente e possíveis contratos é: “O combinado n?o sai caro.” A verdade é que o grande problema nas rela??es empresárias acontecem na quebra de expectativas. Quando ambas as partes “colocam na mesa” de forma clara e direta os seus respectivos objetivos, preocupa??es e planejamentos,- e após isso se comprometem a executa-los, a chance de frustra??o se torna mínima. Por esses motivos entendo que alinhar métricas, expectativas e processos estimulando a comunica??o direto dentro das organiza??es seja fundamental para o sucesso.

Clarity IS the cornerstone of effective IC, for sure. It ensures understanding, builds trust and therefore sligns and engages employees to business goals. And when you've got that there's an increase in productivity and hopefully a healthy company culture. So, setting clear comms guidelines is a great way to start and the crux of it for would be, how can we produce clear (that clarity matters), consistent (schedule, message, tone) and meaningful (honest, authentic, open) communication?

A ce niveau je dirais pde faire preuve de transparence et de reconnaissance : La transparence et la reconnaissance sont essentielles pour maintenir une cohésion d'équipe et motiver les collaborateurs à distance. Encouragez les interactions informelles : Les interactions informelles, comme les discussions spontanées ou les échanges de fichiers, permettent de maintenir un lien collectif et de faire émerger de nouvelles idées

Defina para quem será a sua comunica??o e qual será o impacto. Aten??o aos pontos do online, os canais que irá comunicar tem quais níveis hierárquicos? Existe formatos diferentes para cada público interno para a mesma comunica??o? Qual o dia da publica??o? - Definir público e canais desejados fará com que a informa??o seja mais assertiva e evite possíveis pontos negativos (má interpreta??o, por exemplo) - A data escolhida propiciará mais aceita??o ou recusa da mensagem, crie um planejamento para que seja mais fluído, podendo até surgir seguimentos da mesma mensagem para que se torne mais fluída. Foco no receptor e buscar sempre feedbacks para melhorias estratégicas.

When you’re working with remote workers, understanding the needs of their environment and workflow is essential. Fostering communication that goes both ways, and providing clear direction while making room for flexibility sends a message that you’re working as a team. Unlike your on-site workers, it’s impossible to read nonverbal cues from remote workers., such as facial expressions and tone of voice.Weekly meetings may not always be productive of feasible. For those times you can’t count on a Skype call or face to face meeting,?pulse surveys?or live chat roundtables that allow everyone to voice concerns and issues make it easier to address concerns of remote workers that might otherwise go unheard.

Le dialogue, et en particulier le dialogue social, est essentiel. L'objectif est de mettre à plat les difficultés pour les traiter AVANT qu'elles ne deviennent un problème. Et paradoxalement, les conditions de dialogues nécessaires pour traiter les difficultés avant qu'elles n'apparaissent permettent aussi de mieux réagir en cas de crise. Dialoguez, Dialoguez, ?les restera toujours quelque chose.

Two-way comms is harder remotely, no doubt, but it's still as important (if not more). Whilst companies continue to struggle in getting that face-to-face/remote balance it's important to continue evaluating where you are, what's working for you, and find new ways to foster that open dialogue. Because listening, really listening to people is the only way to gather feedback, address concerns, motivate the workplace and the rest! Face to face is still king - and it's genuinely what people prefer.

When having remote workers, it is important to consider them as part of the company in all activities, meetings, alerts, as any other employe in site. A remote work must follow the same guidelines, rights, and responsibilities, there is no difference. The only difference is where they are working. The internal communication must be the same, as well as the communication channels available for them to communicate with coworkers, line managers o leadership team.

Você já se perguntou quantas pessoas realmente escutariam os outros, caso soubessem que n?o poderiam falar depois? Pois é… Muitas vezes estamos mais preocupados no que dizer e n?o em ouvir. Manter a nossa audi??o agu?ada para as demandas da equipe ou de clientes, sejam elas para ideias, sugest?es, criticas… contribuem para o desenvolvimento de uma organiza??o. Com tudo, tanto liderados, quando clientes, muitas vezes n?o se sentem a vontade para compartilhar quest?es sejam elas positivas ou negativas. Criar um “ambiente seguro” que estimule um diálogo claro, para promover ideias e melhorias é fundamental para a saúde e perpetuidade de qualquer negócio.

I’ve always wanted a “this meeting could have been an email” t shirt. But perhaps the reason why would be misconstrued. It’s not due to an aversion to meet online, it’s that meetings should be a time for creative collaboration, meaningful problem solving or reviewing/reflecting on project outcomes and forward planning. Too often the meetings are to simply reiterate operational requirements or check in on actions that could be managed through platforms like asana/slack. Or by having “live” collaboration files in Word and Excel active so everyone is abreast of inputs and achievements. Meetings for admin / operational check ins are often underwhelming, uninspiring and tedious. We can do better! ??

Let's keep in mind, our attention is limited. To keep people involved and concentrated it is usefull to promote short and dynamic meetings, to organise regular changes among the speakers, and to alternate moments of actions and moments of listenning.

Remind people of our meeting culture - then people know you are expected to reserve only 25 minutes or 50 minutes meeting instead of 30 and 60 minutes etc.

In a remote work environment, it is better you have fewer meetings. It is, however, noteworthy that meetings are to be well-structured for maximum output. A meeting must have a time it commences and the closing time with an approved agenda. A meeting must draw out actionable points for effective follow-up by individual members of the team. To guarantee maximum participation, members' time must be respected. If a meeting exceeds the allocated time, apologies must be offered, and such an extension of time should not be a pattern.

I think this is absolutely crucial. In the early days of the pandemic, it felt like we were all crunching aggressively from one task to another. We got a whole lot accomplished in that first year, but it was more important that we remembered our common humanity. There are those who would bristle at taking up precious meeting time with informalities, but I am a firm believer that sharing the entirety of ourselves, what animates us, what brings us joy, what challenges us, builds a stronger team. The tactical becomes that much easier when you really understand the people with whom you are working.

With remote working we are loosing the creativity and camaraderie created by informal contacts in the office. But this cannot be forced upon people. So the best option is to encourage management to lead by example in spontaneously checking in with their team members with no specific agenda. I also catch up with colleagues I have not interacted with/seen in a while just to see how they are doing.

Enable team members to connect in Employee Inclusion Groups (if available), normalize 1:1 meetings with colleagues on other teams to build rapport and have monthly content meetings with multiple departments to share updates for various communications channels.

As grandes quest?es descobrimos no detalhe. E nada melhor do que um ambiente descontraído, onde saímos do “habitat natural” para vivenciar o dia a dia da equipe. Muitas vezes em um café, almo?o, janta … descobrimos quest?es importantes que desenvolvem vínculos ou evitam problemas. Estimular a sua equipe a interagir fora do ambiente, desenvolve um sentimento de pertencimento muito grande, que vale mais do que qualquer outro meio de reten??o. Isso serve também para clientes. Grandes negócios acontecem fora do escritório.

I love the "virtual meeting at the Coffee machine", 10 minutes on Monday and Friday - Smalltalk, quick updates, kind of quality team time. With camera on, your favourite coup of hot drink and some occasional cookie.... It's time we'll spent together, and fun!

If you serve in a position supporting or leading internal communications for the entire company or organization, you must know your audience or aspire to knowing your audience - as this should be an ongoing process. Make use of lessons learned from past and current efforts, demographic data from HR and your own carefully crafted employee surveys and focus groups at the front end, as well as user engagement metrics on the backend, to tailor your communications plans, programs and initiatives to address their preferences regarding topics, frequency and timing and platforms.

I took the habits to include a survey after every important team meeting, to evaluate the feedbacks of the participants. It is a good practice, which enable to adapt and improve, the use of the tools, the interactivity between remote attendees, the efficience of the meeting.

I have taken my time to read all comments from professionals. However, my contribution would be on feedback. All decisions/agreement at a meeting should always provide rooms for feedback - to receive intake from those who usually follow the crowd or take some time to really process what to vote for in term of decision making. Aside that, it is worthy to emphasis that feedback is a power tool to redo or undo hasty or not-too-good-for-all decision. Finally, the choice or channel of feedback should be cleverly chosen to elicit the intended goal.

Darwin acertou de novo, dessa vez no mundo dos negócios. A adapta??o é pe?a fundamental para a evolu??o e sobrevivência das espécies, e isso n?o é diferente no mundo corporativo. Trabalhos remotos, reuni?es onlines, tecnologia de acompanhamento… s?o algumas das coisas que vieram no que a pouco tempo foi chamado como “novo norma”. Com isso, é preciso adaptar-se as novas realidades criando ima linha de comunica??o eficaz e continua com a sua equipe. Para “fazer ficar perto o que está longe” devem ser definidas métricas claras de atividades e metas. Estabelecer uma cultura de feedback da equipe para compreender evoluir a comunica??o interna de forma remota é fundamental. A tecnologia vem para facilitar o acompanhamento de tudo isso.

El feedback es importantísimo para la evaluación y mejora de los canales de comunicación, la experiencia del colaborador con diferentes herramientas que le hemos otorgado es fundamental para adaptar o cambiar y lo mas importante cocrear junto ellos la mejor forma de comunicarnos.

One thing I’ve found important is to ask all employees — especially those who are remote — what works best for them, not just dictate to them how things will be. And give them options. You’re not going to please everyone all of the time, but people will be a lot more open if they know their ideas are at least being considered.

Communication is key. While remote work is becoming increasingly in demand, this does not mean that you ignore internal comms and the importance of building and maintaining incredibly good relations between employees revolving around the company's culture and line of business. Constantly sharing information about work, life, and everything in between, sending jokes, being human, asking about each other's, are few of the many ways you can use to build and maintain good internal communications. If and when misunderstandings occur, it should be directly handled by both parties through communication; talk about it until it's resolved.

O conteúdo em si determina a forma de intera??o. é sempre bom pedir feedback, com rela??o ao fluxo e tempo dos comunicados, e analisar as formas mais eficientes que a mensagem chega ao destinatário.

The whole idea of communication is about bridging distances. When you are working in a transnational organisation or in a vast country like India most communication is remote. The basic principles of engaging communication do not change whether it's remote or not. If communication is sincere and authentic, distance becomes irrelevant.