The Ins and Outs of Internal Communications

THE INS AND OUTS OF INTERNAL COMMUNICATION IN 11 FUNDAMENTAL TACTICS

Internal communication, also known as employee communication is predicated upon the notion that staff are the first stakeholder in any thriving business and that organizational citizenship - an employee's willingness to go above and beyond the call of duty - can be shaped by consistent, timely and effective communication with your employees.

Internal communications strategies are supportive in nature to the macro corporate objectives of a firm and are often targeted to different office groups, as well as at the general staff level. Once the communication needs of the department, team or district office are known, which can be culled through research (interviews, surveys, focus groups, etc.), you are well on your way to creating a truly targeted campaign that can augur results. Depending on how large your organization is, you may want to have an officer dedicated to this cause.

An easy way to classify employee engagement techniques is according to serious versus fun methods. Both are measurable and depending on your creativity, could even form part of your entry for communication awards at work and even internationally through IABC Barbados.

Seriously!

Among the very straight-ahead approaches to internal comms, those which resonate with very traditional, formal and even bureaucratic business cultures are:

• Newsletters: These are usually compiled from across the organisation, drawing on the most notable developments and worded often as stories of exemplary behaviours worth repeating. They are still very business-focused and thus, are increasingly excluding topics reserved for social clubs, e.g. recipes, graduation notices, births, baptisms, deaths and the like. As a tool, newsletters can help to inform staff who are generally stationed remotely or travelling frequently of all of the latest company and industry developments. They also worked well for many firms during the pandemic. As a discussion tool, a newsletter can aid a department in reviewing its mandate against ongoing company developments so as to refine its annual strategic plan as necessary. Some firms even share their newsletter with key external partners from the desk of the CEO.
• Internal News Release: The INR is a short burst of information, structured as a news release and branded for internal use only that can convey urgent news to staff. It is also a great way to repackage information, such as news releases, editorials and advertorials for staff so that they are aware before these messages hit the press. Nothing is more disempowering for staff than to learn about critical developments in their own company from an external source. Create a standard template or two
• Intranet: Most companies prioritize having a website but fail to invest in an intranet. Yet, large firms especially would benefit from having an online platform that serves both as an internal news archive and a learning tool for new and existing staff. Enterprise social networking platforms operate like Facebook behind the firewall, allowing staff to create profiles, earn badges, collaborate on project and give praise to colleagues doing great work. Incorporate videos and audio clips for a truly multimedia experience that meets today's instant communication demands.
• Staff meetings: Whether held at a departmental level or company-wide, online or face-to-face or a combination of both, meetings are only as useful as the information being shared (could it have been an email?) and the company culture (do staff feel to share freely without prejudice?). If meetings are marred by low participation or the same voices dominating, chances are you need to review your company culture for elements of authoritarianism, favouritism and other isms.
• Group chats: Telegram, WhatsApp and Skype are a few of the popular chat platforms companies use to engage in ongoing, organic discussion. Look again for those who are persistently quiet versus those who feel free to engage liberally. If your chats are dead silent and responses are coming from just a few, this is not unusual. Remember that different team members have different communication preferences.
• Suggestion box: When all else fails, an information box where persons can make anonymous suggestions is always an option. Keep it in a neutral area like the lunch room or along a corridor so that persons can make their drops without being seen.

Fun!

Companies that strive to be on the leading edge of their sector often utilize a range of engagement tactics grounded more in fun and entertainment. These firms often appear to be learning organizations that strive to educate and reward desired behaviours in exciting ways, such as:

• Game shows: Information on clients, members, strategy, lines of business and even important company history can be built into such a device to test employees' knowledge and reward them for the effort they put in to learn and remember such important facts and strategic imperatives. The more exciting the prizes and the more intriguing the event plan, the more fun staff are likely to have.
• Dress Day: Jeans, sneakers, hats and socks are clothing that can be leveraged to augment a typical workday into an unforgettable teaching moment. Twinned with presentations, quizzes and other challenges, they can create atmospheres that facilitate lateral thinking among team members that can have a positive impact on competitiveness and employee morale. These can also be used to celebrate important causes a corporate entity supports, facilitate employee involvement throughout the company and drive home core values toward strengthening the desired organizational culture.
• Team building exercises: Volunteerism, such as painting an orphanage, games days, fitness challenges, annual award ceremonies/ staff parties and formal team-building retreats are truly hands-on and engaging occasions through which to share important company messages. These can go a long way when launching new divisions, after a merger or acquisition or as a way to cement several important simultaneously appointments to pivotal roles. Digital and printed information tools can also be included to assist staff in participation but these activities should mark the beginning of new habits or rituals toward moving a firm forward on some new or renewed strategic path.
• Brown-bag lunches: Featured speakers, panel discussions and debates can up the ante on traditionally dry internal communication strategies by leveraging the influence of exemplars (industry leaders and inspirational speakers) to drive home key messages. This kind of effort, usually seen as reserved for external stakeholders, can prove to staff how truly important they are to a company and can be cost-effectively done by compensating presenters with company goods and services.
• Idea Website: This is another great way to drive traffic to your intranet and engage your employees positively. When tied to rewards, such as bonuses or gifts for those ideas that save the company the money, can serve to invigorate corporate culture. Remember to acknowledge all ideas equally and perhaps, incorporate a voting system to avoid appearances of favouritism.

In summary, employees are your most important stakeholder, replicating the CEO's presence and the company strategy to the nth power. It is important that they are as informed and engaged as they are rewarded and recognized. To ignore this is to run the risk of having a weak corporate culture that could eventually bring down an otherwise thriving business. Remember that technology makes it easy to share 'for internal use only' communication so better write it as if it was really going out to the press - sincere, candid and succinct. Above all, use employee communications to create a two-way communication flow and be sure to respond promptly and heartily to your staff when they respond to your messages.

What else would you add to the fun and/or the serious lists?

#PRDR