internal communications part 1 20045
TRANSCRIPT
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Presentation titleDate 1
Internal Communications
Training Session
Part One
Piers SchreiberHR Academy - 6th February 2007
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The Agenda
Part One: Setting the Scene What is Internal Communications?
Why is it important to HR?
How does it fit with ACE objectives
Survey results - workshop
Part Two: Building the Skills
Principles of outside-in thinking
Checklist for internal communications
Two key tools: Messaging Matrix + Q&A
Scenario practice - workshop
Part Three: Avoiding the Pitfalls
Spotting the errors
Corrective strategies
Conclusions
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Setting the Scene
What is internal communications?
Strategic management of information flows to ensure
the optimal level of employee engagement
Top-down, bottom-up, side-to-side communications
harnessed as a means of delivering messages,
listening to concerns and motivating staff
Reinforces the vision, values and culture among
employees, who can then communicate it to internal &
external audiences
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Setting the Scene
President Kennedy once visited a NASA
site and met a janitor.
Kennedy asked the janitor, "And what's
your job?"
The reply was, "Mr. President, I'mhelping to put a man on the moon."
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Setting the Scene
What is good internal communications? Clear
Credible
Concise
Consistent Constructive
and Timely
What good is internal communications?
Builds understanding Promotes engagement
Reinforces values
Primes people for crises
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Importance to HR
Dialogue
Open dialogue between staff & upper management
Facilitates flow of information through organisation
Crisis & Change
Channels in place in disseminate critical information
Credibility in delivering messages
Decision-making Access to employee input improves decisions
Promotes inclusivity greater buy-in to decisions
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Relevance to ACE
2011
$30 billionGrowth
MD
HRD
TBA Elys TRAORE Laure DAMIBA
Business PartnerTraining &
Development
Resourcing
C&B
Pascal OUEDRAOGOBusiness Partner
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Relevance to ACE
By 2011 we aim to have a market capitalisation of $30billion, 70 million customers and $6 billion EBITDA
InternalMedia Investors
What does it mean for me?
Why should I care? What role do I play? How do I know if we are on course?Whos who?Whats next?
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The Survey
Audience 47 people connected with HR
Timing
25-30 January 2007
80% response rate
Objectives
Understand HRs view of internal communications
Set a benchmark for improvement
Methodology
Online survey + qualitative/quantitative responses
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Importance of internal communications
50%
100%0%
Very Important
95%
Feedback:
Everyone sees internal communications as important
Sets scene for evaluation of performance
Quite
Important
5%
In your opinion how important is internal communications to the success of an organisation?
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Performance of OpCo in Internal Comms?
50%
100%0%
Feedback: Only 5% said it was managed very well
About half gave positive responses
10% had no opinion
Positive 52% 48% Negative
How well do you feel internal communications is managed within your OpCo?
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Quality of HQ-OpCo communications?
100%0%
Positive 33% 66% Negative
Feedback: 48% said it was managed poorly or very poorly
19% gave no opinion- presume negative
31% said it was adequate
How well is internal communications managed between HQ & your OpCo?
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Frequency of Communications
Daily
27%
Twice a week
11%
Weekly
19%
Fortnightly
11%
Monthly
32%
Feedback:
In a third of the operations staff receive messages from the
management only once a month
How often do your employees receive messages from management?
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Internal Communication Channels
Email
Letter
Team Meeting
All staff mtg
Newsletter
Conf. Calls
Other*
1
2
3
4
5
6
7
46%
2%
17%
21%
5%
4%
4%
Current Use of Channels
Email
Letter
Team Meeting
All staff mtg
Newsletter
Conf. Calls
Other*
1
2
3
4
5
6
7
29%
2%
30%
31%
4%
0%
6%
Most Effective Channels
* Intranet, social events/awards, memoranda * Celtel People, Intranet, Q&A Sessions,Memoranda, Notice boards etc
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Benchmarked against other Research
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Dedicated Internal Comms Resource
Dedicated Resource
Partial Resource
No Resource
26%
26%
54%
Feedback:
A quarter of OpCos have no focus on internal communications
Partial resource may reflect size of operation & priority
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Responsibility in a Crisis
22
24
3
4
3
0 5 10 15 20 25 30
Managing Director
HR Director
Other ExCo Member
Internal Comms
Officer
Other 5%
7%
5%
43%
40%
Feedback:
Responsibility shared between MD and HRD
Need definition of strategic and tactical execution
In the event of a crisis who would take responsibility for internal communications?
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Internal Communications Strategy
Yes
41%
No
35%
I don't know
24%0%0%
Do you have a strategy?
Feedback:
Almost 60% are not aware of any strategy being in place
Consequences?
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Tools for Promoting Dialogue
Suggestions Box
1
2
3
4
5
6
7
25%
Tools to Encourage Dialogue
Team Meetings 36%
Other* 14%
Intranet Forum 9%
Live Q&A 8%
HR Clinic 4%
Brown Bag Lunches 4%
* Employee surveys, town halls meetings, open door, Bus Partnering
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Challenges in Motivating Staff
Top challenges
Need for a clear career progression plan
Talent management Job descriptions
Need for a transparent reward & recognition systemFair salaries
Involvement of staff in decision-making
Sense of belonging & engagement
Clear internal communicationsCompany objectives Constructive leadership, especially on changes
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Most Needed Information
Top Information Needs
Change & Integration
Strategy and direction Organisational and policy changes
Company PerformanceCompanys progress against plan Competitive position
Personal Performance
Feedback on performance & career Best Practice
Examples from other Operations New developments in technology & sector
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Wish List for Improvements
Top Improvements
Better internal communications
Dedicated resource supported by clear strategy Commitment throughout organisation to focus on it
Timely response to employee concerns & changes Culture of openness
More frequent all staff & team meetings Wider range of channels/forums for feedback & debate
Tools & Practices
Intranet System for instantaneous global updates
Focus on clear, direct & honest communications
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Best Practice Examples
EXCO WALKING ABOUT
Monthly all staff meetings
Equal attention to bottom-up
and top-down communications
The more time taken to explain,the better the result
Regular cross-functional meetings
All policies on a CDCirculate weekly update on
ExCo decisionsEffective management of a cascade
system to ensure ownership An Excellence Week to
showcase contributions to
global objectives
Recognition & celebration of
company, group and individual
performanceStrategy off-sites
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Group work
Three Tasks
How do the conclusions relate to your experience of
Internal Communications within Celtel?
What are the top three priorities we need to fix?
What solutions would you propose to fix them?