Internal communication as the mirror of company culture

The period of the COVID 19 pandemic brought a lot of new feelings, topics to think about, actions to be made.

From time to time, it could be heard that the HR department is expected to be a new superhero of the companies. Is this really valid and is it realistic? The answer is both yes and no.

Company culture, internal communication, actions - it all starts with the owner(s) of the company, their philosophy, approach to business, work, life, people. HR is the extended hand of management, striving to achieve the goals of the company by implementing various actions. HR professionals are reflected in the shape and the creativity of actions taken during this challenging period. And most definitely, the HR department is where all the eyes are pointed. 

So, what were the main topics that we discussed in Coing?

From the beginning of the pandemic, people were mostly concerned with two things:

• Health and safety
• Employment status.

Health and safety

Staying healthy was a primary concern for many reasons, some of them being:

• We are concerned about our own wellbeing.
• We have people close to us who could be endangered if we transmit the virus.
• Even if we don’t experience serious symptoms, hospitals could get overcrowded and we or our loved ones could not get the best medical attention.
• If we become ill, who is going to take care of our children?
• If we become ill, who is going to take care of our parents who are old, less mobile, or have chronic diseases?
• If I am living alone, who is going to come to my aid if I faint or get sick?

… And many more.

Employment status

The pandemic has brought uncertainty into all aspects of our lives, making it hard to think far ahead into the future, instead of forcing us to stay in the present. The global economy is shaken to its roots, and employees either felt it in their companies or watched others struggling with the ongoing crisis. 

Contracts were terminated, budgets got cut, salaries changed, relationships changed, trust was brought into question. 

Knowing all of this, as HR people, what could we do? The answer is: address the fears and step on the line with your actions.

• First of all, look at the source of power and stability in your company. Certainty has to be communicated from above. 
• Reduce the opportunity to get sick in the workplace: offer remote work, provide masks, gloves, disinfectants. 
• Create a strategy for internal communication. Include calls, emails, web platforms, boards, discussion panels, online learning tools.
• Use online tools for work coordination and management. Slack, Zoom, and our own Clockify are some of the most popular.
• Encourage leaders to make themselves available to team members.
• Point the company leaders towards one another so that they would have mutual support in leading others and space to openly discuss burning issues. 
• Create a safe space to share feelings, thoughts, and comments on different levels within the company. 
• Create different types and channels of communication. 
• Encourage stress relief activities (online coffee, games, best joke competition etc).
• Online webinars and education.
• Think about using vacation as a form of mental rest.
• Ensure proper care for HR people.

Internal communication should be based on:

• Transparency
• Timing
• Relevance. 

Transparency

As the owner, be open about your business, current status and planned future actions. Explain weak points, let people know that you have a strategy or that you are working on it. Give them a realistic point of view. Emphasize the strong sides. Repeat them several times. Make people remember them. Allow them to ask questions and raise their concerns. Be as responsive as you can in addressing them. 

When you don’t have time, have your leaders and HR do the same thing. 

The message needs to be communicated in the same manner on all levels within the company, with reassurances of stability and the persistence to come out stronger and wiser from this situation.

In hard times, people are concerned about the lack of leadership and having no one to rely on. 

Timing

Speak to your employees. Start with your leaders and HR, and then send a message to everyone. Do it now. Right away. Show that every person matters.

As issues emerge, address them as quickly as you can. If possible, try to predict and discuss them even before they occur.

Leaving questions open leads to fabricating answers and making tales, which can easily go the wrong way. Be present among your people, show understanding and react right away.

Relevance

Act honestly and speak about relevant questions. If they are concerned about their jobs - talk about that; if they are interested in working remotely - consider it as an option; if you have to lay off some people - tell them what the situation is. 

If you are present but speaking gibberish and avoiding answering the right questions, people will distance themselves from you and not take you seriously and they will reflect what they see. Behave the way you'd want them to behave towards you.

And, at the very end, let’s draw a conclusion :)

This was a challenging time. And still is. Although we are making attempts to get back to our regular pace, it is not easy. Fear still exists all around us and tends to linger a bit longer. We are returning from these different, changed. Let’s decide to change for the better, to be a better person, to spread openness and understanding, to present opportunities, to point out the bright moments, to practice giving with no obvious reason, to enjoy the company of each other, to promote togetherness and the importance of community and feeling like a part of something bigger. Let this provide wind in our wings, to fly higher.

Let’s make our company a better place for our employees.

Stay safe.