bb211 - chapter 8 - internal communications (1)

8/12/2019 BB211 - Chapter 8 - Internal Communications (1)

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Internal CommunicationsChapter 8


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What is Internal Communications?

Internal Communication is the conversations that businesses havewith their staff and those staff have with each other.

In a business context, it is the dialogic process between employeesand employer, and employees and employees.

communication between employees is very often far morepowerfulthan any communication from employer to employee.


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Internal Communication and the Changing Environment

Todays workplace tighter staffing, longer hours, greaterworkload i.e. banking and sales.

Less secure jobsmore fluid workforce.

More employees cynical of senior management.

Employees want to be more actively involved in organizationaldecisions and change.

Therefore greater need to have two-waycommunication.


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Workers feel disconnected from their employers.

Employees do not feel motivated to drive their employers

business goals.

Workers just show up to collect a paycheck.

Communication with employees also needs tobe sincerebecause workers say their company

is less open and honest.

Internal Communication and the Changing Environment


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Corporations needs to determine what employees attitudes areabout the firm.

This is called a communication audit.

An internal or external program will be designed based on theresults of this audit.

Corporation may hired outside consultants to conduct an IC auditsto identify strengthsand weaknessesin its existing communicationpractices.

Organizing the Internal Communications (IC) Effort


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To improve morale & foster goodwill between employees andmanagement.

To informemployees about internal

changes such as a reorganization or

staff promotion.

To explaincompensation and benefit

plans such as a new health care planor an employee assistance program.

To increase employee understandingof the company and itsproducts, organization, ethics, culture, and external environment.

Goals for an Effective Internal Communications Program


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To change employee behaviortoward becoming more productive,quality oriented, and entrepreneurial.

To increase employee understanding of major health and social

issues or trends affecting them, such as child care or AIDS.

To encourage employee participationin community activities.

To reinforceemployees beliefs that they are important assets tothe firm.

Goals for an Effective Internal Communications Program


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1. Communicate Up and Down

2. Face-to-Face Meetings

3. Communicate Online

4. Create Employee Oriented Publications

5. Communicate Visually

6. Focus in Internal Branding

7. Consider the Company Grapevine

Implementing an Effective Internal Communication


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Vertical Communication

Communication which flows through the hierarchical structure

of organisation from higher level to lower level of staff or vice

versa

Horizontal Communication

Communication can also takes place between equal level of

employees i.e. Inter- departments / sections.


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Vertical Communication


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Horizontal Communication


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Diagonal Communication

Diagonal communication makes an organization more flexibleby allowing faster

communication of information in both directions, from the lower levels of the

company to the top, and vice versa. It also avoid red tape.

Communication between departments which helps disseminate information

faster and more efficiently.

The idea is that it empowers people more and allows them to have bettercontrol over their jobs and breaks down barriers between upper management

and the lower echelons.


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Greatest criticism that employees have is that companies do not

encourage upward and downward communication.

Best approach can be informal discussions between employeesand supervisors so they can ask questions and offer ideas without

fear of punishment.

Communication then evolved to include printed materials forformal, top-down message transmissionnewsletters, annual

reports, memos, and so on.


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Conversations with management promote feelings that employees

are important assets to the organization.

It builds an atmosphere of trust and respect betweenmanagement and employees.

Open Door Policy Continental Airlines CEO



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Senior management should have in-person meetings with largegroups of employees on a regular basis (at least quarterly).

Can be used to share company resultsand progress on key initiatives.

Opportunity for employees to ask

questions of management in an open forum.

Also important to meet with employees in smaller groups becauseemployees are less shy to give ideas or feedback in smaller groups.



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Starbucks online Open Forum, every quarter.

updates on critical issues and extensive Q&A.

opportunity for employees want to interact with managementand hear firsthand information on company strategy and goals.

online dialogue can appeal to those who are shy to stand up and

speak in a public forum.



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Companies need to make sure their messages are reaching theiremployees and information is easy to find (e.g. via search tools).

Intranets and website also need to be regularly updated withlatest information and engaging.

BUT, not wise to move allcommunication online, unless sure thatall employees will use this medium.

Should not be used as a substitute for personal, face-to-facecommunication.

3. Communicate Online


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Publications such as employee newsletters/ magazines areneeded for employees who do not have email access.

How can companies make these interesting? Employees rather

read local magazines/ newspapers than the typical companynewsletter

Ideally, publications should connect employees with importanthappenings and accomplishments across the company.



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Sending publications directly to employees homes rather thandistributing at workplace can be more effective.

Publications must be honest about anything that might affectemployees. The goal is to make employees feel like part of theteam.

Messages should include what employees would be interested in

and also what management would like to say.



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Publications can be used to

Introduce new employees.

Communicate internal changes, e.g. new management, newgroup structures, important deals, etc.

Communicate important changes e.g. merger.

Communicate events that may affect employees, e.g.

reduction in employee health/ retirement benefits



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Webcasts, multimedia presentations, etc.

Large companies have TV studios with satellite capabilities staffed

by professionals. These studios create video magazines foremployees in outlying areas.

Broadcasting programs on the intranet

could give an opportunity for the

management to discuss industry

happenings and hosts live Q&A sessions.



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General Motors broadcasts five-minute news segments daily on an

internal TV station that reaches its employees nationwide.

Visual channels are powerful and an effectiveway to make employees feel connected to

management.

It is more personal than email or

publications, by offering a personal touch.



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Important to building morale and loyalty.

Companies usually forget to sell employees the same ideas they are trying tosell to the public, e.g. in new advertising campaigns.

Especially important when

company is undergoing changes

e.g. merger/ change in leadership.

Internal branding also importantduring rebranding campaigns.

Also used when employee morale is low.

6. Focus on Internal Branding


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Informal communications, e.g. private conversations, gossip.

Grapevine brings employees news of major corporate changes.

Distributes messages faster and is

seen by employees as more credible

than formal channels.

However, most companies have no policy for

dealing with the grapevine.



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If employees do not receive complete or timely information fromemployers, they are forced to rely on one another or outsidesources

How do managers reduce rumors/ negative information spreadingthrough grapevine?

Announce time-tables for making important decisions

Explain decisions/ behaviors that may appear secretive

Openly discuss worst-case possibilities in the event there isnegative news to share, e.g. closure of plants, restructuring, etc


bb211 - chapter 8 - internal communications (1)

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