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Why an internal communication strategy is critical to businesses

If you have an internal communication You can’t expect this to happen

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strategy in place in your workplace, via word of mouth or spasmodic
one that is transparent and open, communication. Having an internal
• Have an internal
this not only displays your sound communication strategy in place
communication strategy in management integrity but is a pro- ensures that the formal
place. active approach to building a culture two-way communication mechanisms
of better directed, more committed between management and staff are
• Align your communication and efficient employees. clearly defined.
strategy with your business’
organisational strategy. Most businesses develop sound Your strategy must be closely aligned
communication methodologies for to your business’ organisational
• Identify the appropriate talking to their customers, their strategy, and the ability to harness all
communication medium stakeholders and the public. They see your organisation’s communication
for your organisation - be this strategy as a given and usually resources when required. It is also
prepared to experiment. embed these processes and protocols very important that all management
into their business’ strategic plan. display appropriate behaviour and
• Ensure your communication verbalise what is consistent with the
strategy is organisation However fewer businesses address messages that are being conveyed
driven. internal communication in the same via your business’ communication
way. Internal communication often methodologies.
• Ensure your message occurs reactively, when there is
is consistent across the a crisis, upheaval or major event The benefits of an internal
organisation. - like an organisational restructure, communication strategy
downsizing, technological changes,
• Build a communication introduction to a new CEO and the like Internal communication can:
culture, driven by - that management feel needs to be
communicated to staff. The decision • create a workplace where all your
management.
as to what should be communicated employees are in the loop, working
• Review the effectiveness to staff, and when and how, is often towards the same goals, and by the
made by individuals within the same rules
of your communication
business when the need arises.
strategy regularly. • ensure everyone from top to
bottom of the organisation hears
This ad hoc approach is
the same consistent messages
uncoordinated, inconsistent and
can offer the business a short term • encourage a sense of belonging
solution only. in all staff, being part of common
ethos or work culture, being privy
Most successful businesses, to what is going on and why and
irrespective of size, are built around therefore sharing a common
their workforce understanding their • vision or understanding
organisation’s mission, goals, values,
processes and procedures. This • enable all staff to be able to
enables their workplaces to operate articulate the business’ goals
more cohesively. • ensure the most efficient use of
scarce or limited resources
 Internal communication strategy
• prioritise between conflicting demands and gives clear filters down to the staff so they get a better understanding
direction for everyday activity of the purpose, goals and direction of the business. There
also needs to be some sort of mechanism in place for
• support business objectives and helps drive change
feedback so that the individual in the organisation can have
• identify the drivers of change within your business and their say. It’s all about improving communication across
the best means of dealing with them the business, elevating the profile of the CEO and enabling
• enable a review of existing organisational activity and feedback from staff.”
provides milestones against which to measure future
success Key elements of a sound internal communication
strategy
• reduce the capacity for conflict or ambiguity of
messages or ideas and therefore has the potential for It is critical to ensure that your strategy is organisational
reducing workplace conflict driven and not communication driven. Your business’
• encourage and build knowledge sharing into the internal communication activity should never be an
organisational culture end in itself - it should serve and be aligned with your
organisational objectives. This in itself will help to reinforce
• promote a clear, shared understanding of any change
the importance and relevance of internal communication.
process
Your staff must feel that communication in your business is
• gain commitment to any change process a two-way process designed to take account of their views,
no matter what mechanisms are used for sending out
• minimise misunderstanding and misinformation about
information.
any company practice or change

• counteract unnecessary staff anxiety about change A sound communication plan should:
• improve staff’s understanding of and response to each
• enable a two-way process of discussion between staff
other’s needs
and management
• make more effective daily decisions that are aligned
• be integrated with the business’ overall strategy
with the business’ goals
• have long term focus
• motivate performance by linking individual and team
efforts with the “bigger picture” and by recognising the • have clear values and goals
desired behaviours and effort throughout the business
• be comprehensive and utilise appropriate mediums

Ron Krueger, PR & Communications Manager for • have consistent messages which never talk down to
Australian Business Limited elaborates. “Though an staff, or are veiled in what they reveal or don’t reveal
internal communication strategy tends to be employed • involve the management team in being committed
in larger organisations it is absolutely essential if your to reinforce the perceptions conveyed by the
business has 5 staff or more. Open communication is the communications strategy
foundation for effectiveness within any business. The idea
behind implementing such a strategy, particularly in larger Internal communication strategies - some guidelines
organisations, is to alleviate the problems often associated
with individuals within segments of an organisation The most successful internal communication strategy is one
building empires. It assists in breaking down this silo that has been identified as the most appropriate for your
mentality that can often destroy an organisation’s culture. type of business. It may take the form of a single medium,
typically an intranet or email newsletter. You may to choose
What a business should be endeavouring to do with such to utilise an integrated approach, using multiple methods
a strategy is build up a strong communication culture each with consistent messages. For example typical written
within their organisation. In essence it needs to be driven communication to staff can be paper-based or electronic in
very much by whoever is at the helm of that organisation. the forms of intranet, online newsletter, email bulletin or a
For a large organisation this may be the CEO or Managing printed newsletter.
Director. For a small business it may well be the business
owner or manager. You must also recognise that communication across the
business is not necessarily a tangible thing. Messages
It’s a case of creating a two-way flow of information so that can be sent to staff in the way your business operates,
the message(s) emanating from the CEO or business owner how it treats its clients, the decisions it takes and so much
 Internal communication strategy
more. Subtle messages can be perceived and interpreted • If so have you identified strategies to respond to these
in management behaviour . This is why it is so important appropriately?
for management to be seen to “walk the talk.” Your
• Who will “manage” the accountability for the
business’ goals and messages should be seen consistently
communication?
in all policies and procedures. Your management team
should communicate these messages consistently in staff • How will you determine, or measure the effectiveness of
training, performance appraisals, team or individual work the communication strategy?
in progress meetings, management and staff meetings, in
slogans and on internal billboards and notice boards and
Planning the process
via company recognition programs.
1. Develop a story answering the questions – how have
Encouraging the best flow of information and opinion in
you communicated to staff in the past; how and why
your business requires thoughtful consideration, analysis
did that have limitations?
and planning. From the outset appreciate that what you
plan on doing may involve cultural change and understand 2. Agree the “givens” up front - what happens next, how
and plan for the ramifications of this. Be prepared to try will you do it and who is responsible for what?
different communication mediums until you identify the 3. Set measurable communication objectives that are
one that effectively engages your staff in better internal aligned with your business goals.
communication practices.
4. Have an integrated approach. Work interdependently
If you are developing a new communication strategy for with your marketing and PR strategies and stay across
your business these issues need to be considered: the total business’ strategy.

5. Identify key internal communication “holders” who can

• Is there an existing communication process? If yes is drip-feed information to the communication process in
it possible, or necessary, to integrate the new with the a timely manner.
old? If no, then what information products/services exist
and how are they currently managed and organised? 6. Engage senior management in the initiative and lock in
their support.
• Who currently creates and disseminates information in
the business? 7. Encourage enthusiasm and commitment and engage
staff across all areas of the business.
• What needs to be communicated? Stakeholders may
have different needs - an opportunity, an issue, an 8. Identify key spokespeople and ensure they are
announcement, and each need may require a different informed and supportive of the strategy and will
communication medium. always be accessible.

• Who does it need to be communicated to? Who are the 9. Develop processes and schedules to support strategy.
stakeholders? Who has a vested interest in receiving or 10. Ensure you have processes in place to measure
giving information? processes and performance.
• When does it need to be communicated? 11. Determine what mediums - online or print - are suited
• Who needs to communicate it? to which goals.

• What is the intended result(s) of any or all 12. Tailor your communication medium(s) to the level
communication exercise(s)? of time and human and financial resources you have
available.
• What culture is needed or wanted?
13. Consider if new writing or verbal skills may need to be
• What do you need to do and why? developed in line and consistent with a new desired
• What internal communication tools or mediums are culture.
already available? 14. Develop content writing protocols to ensure there is
• How will each medium be used? consistency from all content providers.

• What is the required frequency? 15. Develop a plan for building staff awareness of the
importance of the new internal communication strategy.
• Are there any factors that will impact the success
or failure (e.g. people, time, budget, available tools,
linguistic or cultural differences, interdependencies, etc)
 Internal communication strategy

Following implementation Current at March 2005

Source: Australian Business Limited Ph: 13 26 96
• Monitor and review through staff feedback regularly.
Other sources and further reading
• Be prepared to change the medium or adjust the process
Internal Communication Strategies - The Neglected Strategic
accordingly.
Element http://performance-appraisals.org/
Krueger explains how Australian Business Limited identified Basics in Internal Organizational Communications by Carter
a staff newsletter as being a suitable communication McNamara, MBA, PhD
medium for the organisation. http://www.sdcn.org/webworks/strategies/integrating.htm
Integrating Internal and External Components Into a
“At Australian Business Limited we created a staff newsletter Communications Strategy
which incorporates more than just “notice board type” news. http://www.sdcn.org/webworks/strategies/catalysts.htm
It is a medium which gives staff members at all levels across Catalysts for Overall Communication Strategies
the organisation a better understanding of how Australian http://www.actionforresults.com/internal_comm_strategy.asp
Business Limited operates. In our organisation we have Internal Communications Strategy
a number of business units and it’s imperative that each http://www.mapnp.org/library/mrktng/org_cmm.htm
business unit has a clear understanding of what other units http://performance-appraisals.org/Bacalsappraisalarticles/
are doing. articles/comstrat.htm
Public Relations in Practice by Anne Gregory
Our weekly internal staff bulletin arrives in everyone’s email
inbox around the same time every Monday. Staff expect it, Disclaimer
look forward to it and are encouraged to contribute to it. It The information published above is subject to copyright
may contain important messages or news, highlight major and may not be reproduced in any form without written
projects that business units are undertaking, recognise permission from Australian Business Limited. The
operational initiatives, celebrate wins, achievements and information published above is intended as general
milestones, advise of new appointments and applaud information only and should not be relied on in place of
employees’ achievements. The intention is to inform, foster specific legal or professional advice. Australian Business
feelings of camaraderie, motivate action and spark initiatives. Limited accepts no responsibility or liability for any loss or
It also offers the usual “notice board” content like For Sale or damage which may be suffered or incurred by any person
For Rent, humour and competitions. acting on the information published above. For employment
and industrial relations advice it is recommended that
It is a great forum for conveying and receiving consistent all parties seek professional legal advice from Australian
information and encouraging two-way conversations across Business Lawyers (tel: 13 26 96) or from independent legal
the business. advisors.

At the end of the day it is an effective way to enhance the

culture, build and consolidate relationships and promote
team building and company loyalty.”

Measuring the success of your communication

strategy

• Perform a communications audit with staff and

management to assess the effectiveness of your strategy.

• Identify specific measurement approaches to use in

different situations, including objective analysis,
benchmarking, interviews, focus groups or surveys.

• Link your internal communication activities

with project results and income-generating
opportunities for the business.

• Translate qualitative findings into concrete

reports that capture the management’s
attention.

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