Internal Communications Strategy

What Is It?

Benefits of Good Communications

• Improve their understanding of and response to each other's needs
• Make more effective daily decisions that are aligned with the organization's goals
• Enhance business relationships with partners and vendors
• Motivate performance by linking individual and team efforts with the "bigger picture" and by recognizing the desired behaviors and effort throughout the organization

How to Build an Internal Communications Strategy

Defining an internal communications strategy (either for an organization or in support of a major program/project) starts with identification of the stakeholders (those who have a vested interest in giving/receiving formal communications). Because the needs of the various stakeholders may be significantly different, it is always important to talk to representatives of the stakeholder groups (e.g. senior executives, middle management, line supervisors, first-line employees, representatives from remote sites, etc.). You will notice that both the communications needs (what content is relevant to them) as well as the vehicles that should be used for communication so that it reaches the target audience, will sometimes differ dramatically.

In defining the stakeholder communications needs, the following questions may be used as a guide to help think through the various components for each stakeholder:

• What is the communication need (an opportunity, a problem, or a source of concern)?
  
• Why does this need exist (e.g. why is the information needed and/or what is hindering current flow or timeliness of information)? Why is it an opportunity/problem?
  
• What areas of the organization are affected by/share this need (specific groups/units, teams/individuals)? How are they involved or affected?
  
• What needs to be communicated?
  
• When does the communication need to occur and with what frequency so that it will be effective?
  
• Have you listed the specific objective(s) the communication effort needs to address?
  
• Have you identified:
  - factors that will impact the success of failure (e.g. people, time, budget, available tools, linguistic
     or cultural differences, interdependencies, etc.) and identify strategies to respond to these appropriately;
  - actual results expected of the communication;
  - preferred mechanisms for communications so that the information will get to the right people at the right
     time (and at the right place)?
  
• What supporting communications are needed to reinforce the message and/or to give or receive further feedback?
  
• Who will be responsible for the content of the communication (e.g. who has subject matter expertise)?
  
• Who will need to review/approve planned messages (if approval is needed)?
  
• Who will be responsible for making sure that the communication takes place (who will "manage" the accountability for the communication)?
  
• How will you ensure effective two-way (or sometimes multi-way) communication?
  
• How will you measure communications effectiveness?
  
• How will you ensure consistency of messages across multiple "authors/speakers" and multiple communications vehicles (e.g. all-hands meetings, newsletters, staff meetings, electronic messages, etc.)?

Common Pitfalls

Communications often fail because we assume that we understand what information others need and when. We also often communication using only one-way methods, such as written memos, newsletters, etc. While these methods can be very effective in disseminating certain information consistently to a large audience, they do not allow for immediate response, questions or feedback. Do not assume that "a shared understanding" of the topic has been created by using a "one-way" communication tool. The content of the information, the speed with which it needs to be delivered, and the intended audience determines which communication method should be used. Complement one-way methods with other communications approaches, and vice versa.

Please refer to the sample communications matrix to see how you might approach selecting primary communications methods that apply to different types of situations and content. (this sample is from a private industry organizational scenario).

Internal Newsletters

Publications such as electronic and hardcopy newsletters are used to distribute information to a large number of people efficiently and effectively. Publications are used to impart news, recognize operational initiatives, applaud employees' achievements, foster feelings of camaraderie, motivate action and spark initiatives. Through various publications, employees become more informed about changes that may affect them and the customers they serve.

Samples of Internal Newsletters

"Currents" Bulletin: a news bulletin sent to all employees, designed for fast-breaking, important news; publication schedules may vary depending on the organization and their needs. Often coordinated by a "staff person" but requires specific input and sometimes editorial feedback/approvals from various senior managers, key program/project managers, etc.

Online News: Similar to the above, but an electronic publication sent directly to all managers and employees via electronic mail, and also distributed through supervisors who make copies for staff members who do not have electronic mail. This may also be accessible via a common drive or web-site. Usually used to inform employees of specific news relating to the company/organization, operational activities, industry trends, legislative announcements, or general company business items. Given the on-line "fast access", this publication may be updated every week, or even several times a week. The publication dates should be regular so that people will know when to expect an on-line news update. Requires a dedicated "staff person" to ensure timeliness of publication if this is done on a regular weekly or bi-weekly schedule, but he "news bullets" may come from various sources in the organization.

Employee News and Updates: A newsletter dedicated to topics and concerns brought up by the employees and/or information about employee programs and benefits. If a specific HR programs and benefits section is included, HR often coordinates the publication effort, but may do it in partnership with a "team of employee reporters".

Special Newsletters: These could pertain to specific topics or audiences. For instance, these may include special quarterly newsletters designed to provide organization-wide updates on strategic plan implementation and/or goal achievement. (This type of newsletter is often coordinated by the marketing organization, but contributors to the content may include senior management as well as various other representatives who are involved in the strategic goal implementation).