11 ways to perfect your internal communications plan
Creating a strong organization, with a unified workforce that is engaged in a common mission, can only be achieved with a quality two-way internal communications plan.
Perfecting your internal communications plan to ensure it is efficient and honed, using all available avenues of communication, has many benefits for employees and the organization as a whole.
People are more likely to be passionate, proactive, and contribute to their jobs if they understand where their work fits within the guiding mission. When staff feel that their contribution is valued and that they are a part of a true dialogue on the problems facing the organization, it inspires greater engagement.
Happiness results in a 12% spike in productivity: unhappy employees are 10% less productive.‘Happiness and Productivity’, Andrew Oswald, University of Warwick (2015)
This, in turn, drives down attrition rates and makes for happier, engaged employees. Happy employees are also more productive, as the University of Warwick’s ‘Happiness and Productivity‘ experiment shows: in short, good internal communications can boost the bottom line for your business.
So, what can you do to perfect your plan?
1. Research your internal communications plan
Before an ‘action plan’ of where you want to go can be devised, it’s important to understand where your organization is now.
Is internal communication happening at all? If so, how effective is it?
For a new internal communication plan to be adopted and implemented with energy and commitment, it is important that key stakeholders are consulted. This includes employees themselves.
How would they like internal communications to work? What information do they need? An anonymous survey on people’s thoughts is important to get as broad a picture as possible. You may also want to consider focus groups to dig a little deeper into the challenges, or delve into the analytics of your current internal communication tools, if available.
After all, how do you plan to improve or perfect a system when you have no idea what the problems are?
2. Create clear objectives and plan
Once you’ve done your research, it’s time to create a clear plan. This means taking your raw, basic data and using it to inform a new plan that achieves clearly identified internal communications aims.
Along with the normal planning of timelines, deadlines, responsibilities, and setting of actionable objectives, all members of the planning team need to have agreed on clear outcomes.
The internal communication plan needs to define, in measurable objectives:
- What will your plan achieve?
- How long will it be before you need to measure your objectives?
- What will these measurable objectives achieve?
3. Address the business problem as part of your internal communications plan
To get buy-in to your internal communication strategy you must be able to answer the question everyone asks: what’s in it for me?
Ensure that your internal communication planning makes room for the why. What problem or problems are you looking to solve? Why is it important?
Approach your internal communications plan as though you are making a business case: identifying opportunity across the different areas of your organization, and the potential ‘return’ for the different stakeholders. These returns can range from financial – for example, an internal communications plan will improve how our staff find information, saving time and therefore improving productivity – to ‘softer’ gains, such as improved morale or organizational culture.
Ensure that your internal communication planning makes room for the why. What problem or problems are you looking to solve?
Your internal communications plan can also be used to present the reasons why something has or has not happened, to keep employees feeling informed and to engage them in problem-solving across your business.
4. Identify and assemble key stakeholders and champions
To be taken seriously and deliver results, the message delivered by your internal communication plan needs backing from the highest levels of the organization: and someone to manage it or act as a committed driving force.
Like many communications and opinion-driving activities in business, there needs to be an enthusiastic, motivated individual (or individuals!) who can push the vision forward.
This may be one central senior figure; it may be a team of middle managers; it may even be a grass-roots employee who shows enthusiasm and commitment as an internal communications champion.
Traditionally, senior stakeholder buy-in for internal communications has come under the remit of the marketing department, as they already deliver information to specific audiences as part of their job function. If your organization has a dedicated internal communications department, they’ll likely be the ones to pick up the responsibility.
However, it can vary from one organization to the next. Marketing is, by nature, externally facing in its viewpoint; Human Resources may provide a better place to seek senior buy-in for an employee-focused initiative. If your internal communications plan is centered on a digital tool or platform such as an intranet, it may be logical to enlist the support of IT, or someone with an interest in your digital workplace.
Senior stakeholders may give their backing and lend gravitas to your plan, but often can’t be depended on for regular contributions to the tactical, day-to-day business of internal communication. So, why not identify someone who is already an engaged and vocal part of your company?
The ‘Influence Score’ on your intranet can be used to look for people who already take opportunities to engage with colleagues. Identify your existing champions, and use that passion and desire to communicate to implement an exceptional internal communication plan.
5. Understand the available tools
You understand where you are now, and have clear objectives for where you want to go. You’ve identified the business problem and opportunity, and have willing champions and stakeholders behind you. Now, it’s time to look at the logistics: the tools available for internal communication.
It is important to not only assess all the tools you have at your disposal, but what you need them to do.
How will you engage stakeholders and gauge people’s opinion? How do you intend to disseminate your plan and ensure everyone is ready to participate? What tools are available for you to create meaningful, long-term two-way communication?
Do you have an intranet (or do you need one?) If you already have one in place, how are you using it? Does it offer the features, functionality and user experience to deliver on your internal communications plan, and are you making the most of what it can offer?
- Can employees contribute content, giving the organization as a whole a view of the everyday challenges, successes or insights they experience?
- Can you run surveys or polls?
- Are employees able to self-serve in finding the content, information, and colleagues they need to do their jobs?
- Can staff make their voices heard and give ideas, feedback or raise concerns through forums?
Within any organization, you’ll likely have a diverse demographic of staff who likely have different challenges and preferences when it comes to getting information. A good internal communications plan will consider each audience and the avenues to reach them.
For example, do you have remote, frontline, or offline staff who won’t have easy access to digital platforms?
Up to 75% of staff on average aren’t based in an office. 71% of non-desk workers are not actively engaged with their business: making internal communication even more critical.Gallup
Consider the options available for those staff, including SMS or mobile apps, face-to-face briefings or town halls, and print communications such as newsletters, fliers, or magazines. In today’s Bring Your Own App (BYOA) culture, are staff already using apps you can tap into for internal communication?
Tools including email and IM can still be used to broadcast your internal communications in an engaging way, with a little planning and effort.
You are more likely to engage and interest employee from across your organization with a range of channels: because quite simply, not everybody wants to converse in the same way. Some like the face-to-face meeting, others the less exposed option of communicating on an intranet forum.
6. Ensure consistency: build an internal brand
For employees to have trust in internal communications, the message must be consistent in terms of tone and focus. By developing an internal brand across your intranet, newsletters, and internal communications, you can establish a common identity, build a sense of ownership among staff, and help link content together.
To reach your entire audience, make sure your communications address the ‘what’s in it for me?’ ethos.
To reach your entire audience, make sure your communications address the ‘what’s in it for me?’ ethos. You will achieve more and have a more powerful effect if people know how; listening to, considering and then having meaningful debate on the issues and dialogue raised as part of the internal communications, is going to benefit them for example, by improving their working environment.
An employee should be able to choose how they engage with internal communications. The information and ‘message’ they receive should always be the same. Employees want one version of the truth so they can make informed decisions and convey their opinion or ideas with confidence.
This is where an intranet comes into its own as a method of communicating internally, allowing easier monitoring on internal communications, especially across larger organisations. A good intranet can impose a process on authors that ensures pages are checked before they are pushed live, thus helping maintain the internal communication plan.
7. Cater for two-way communications
An internal communication plan should not just consider management. You will get very little interest out of communications that are top down only.
People want to be able to respond to information, express concerns and promote ideas without fear of censorship. If this is a new concept for your organisation, then ensure people know how they can communicate, that they are free to express their opinion and that they can tell it like it is, not as they believe management want to see it.
Intranet Forums are a great place to start employee engagement. Build them into your plan, ensuring they are monitored and that comments are responded to quickly and accurately, by all levels of the organization. It is better to have a few, well supervised forums than lots of neglected ones: less is more.
If it fits within your culture, an anonymous forum can give the workforce less fear about speaking up. This has been used to stunning effect in some companies as a ‘Rumour Mill’ forum, for example, allowing management to address rumours before they make it to social media and can be very effective in getting people to communicate.
8. Don’t overwhelm employees
On a daily basis, people have a huge amount of information thrust at them in the form of emails, meetings, bulletins, notices, mandatory reads and the like. You don’t want the internal communications messaging to be just another part of this noise.
The Information Overload Paradox understands that while more information is available for consumption, what we can consume does not exponentially increase to meet the supply. Think about what is important and focus your messaging.
Breaking your plan down into smaller themes or focusing on a few at a time, will help you make use of the diverse range of communication initiatives that you have in your plan. These themes should also have goals that form part of your larger internal communications plan and should be reviewed regularly to evaluate their effectiveness.
9. Ensure your internal communications plan is inclusive
To be truly effective, your internal communications plan must include and reach everyone, allowing them to respond on a level they are comfortable with.
There should be no part of the organisation that is ignored or considered unimportant, although there may be areas that require different tools to enable involvement in the communication plans.
For example, if some employees do not have access to the electronic polls, or intranet forums, consider installing suggestion boxes for them.
Your research will empower you to make decisions about those you are talking to and ensure that everybody has a voice.
10. Ensure your external and internal communications plan is standardized
There is nothing worse than being told something internally and finding a different message presented externally, or you find that vital information has skipped the internal communication route entirely to be presented straight on the company website. These sorts of situations will erode trust and good will, drastically reducing your ability to effectively communicate.
While the message, tone, focus and audience of your external communications is very different to that of the internal, it is important consistency runs between the two, in broad terms they should agree. When considering internal and external communications, there will be cross-over, in fact, CIPR have argued there should be no difference between internal and external communications.
If an agreement is not possible, then the internal communications should include what is being said externally and an explanation given as to why this message is different.
11. Plan for contingency and disaster
Your internal communication methods and structure will be put to the test in a crisis, so make sure that is not the first time. Try running a scenario and see how well your methods work. Does everyone get the message? How quickly does it disseminate?
Having a shared, efficient, robust communications platform that allows all areas of your business to talk to each other in a crisis as well as senior management should be the backbone of your crisis plans.
Think about the questions you need to ask, before imparting a crisis communications contingency plan to the wider business:
- Are there situations where your normal or most used method of communication is too slow or at risk from threat?
- Do you have an alternative?
- Does everyone know to use it?
- Does it have redundancy, or is it robust to most crisis scenarios?
The more time and effort you put into planning for these sorts of situations, the calmer and more prepared you will be if they happen.