Internal Communications - Part 1

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Introduction to the discipline of internal communications, delivered to HR professionals from 15 African countries in February 2007

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  • Internal Communications - Part 1

    1. 1. Internal Communications Training Session Part One Piers Schreiber HR Academy - 6 th February 2007
    2. 2. The Agenda <ul><li>Part One: Setting the Scene </li></ul><ul><li>What is Internal Communications? </li></ul><ul><li>Why is it important to HR? </li></ul><ul><li>How does it fit with ACE objectives </li></ul><ul><li>Survey results - workshop </li></ul><ul><li>Part Two: Building the Skills </li></ul><ul><li>Principles of outside-in thinking </li></ul><ul><li>Checklist for internal communications </li></ul><ul><li>Two key tools: Messaging Matrix + Q&A </li></ul><ul><li>Scenario practice - workshop </li></ul><ul><li>Part Three: Avoiding the Pitfalls </li></ul><ul><li>Spotting the errors </li></ul><ul><li>Corrective strategies </li></ul><ul><li>Conclusions </li></ul>
    3. 3. Setting the Scene <ul><li>What is internal communications? </li></ul><ul><li>Strategic management of information flows to ensure the optimal level of employee engagement </li></ul><ul><li>Top-down, bottom-up, side-to-side communications harnessed as a means of delivering messages, listening to concerns and motivating staff </li></ul><ul><li>Reinforces the vision, values and culture among employees, who can then communicate it to internal & external audiences </li></ul>
    4. 4. Setting the Scene President Kennedy once visited a NASA site and met a janitor. Kennedy asked the janitor, &quot;And what's your job?&quot; The reply was, &quot;Mr. President, I'm helping to put a man on the moon.&quot;
    5. 5. Setting the Scene <ul><li>What is good internal communications? </li></ul><ul><li>Clear </li></ul><ul><li>Credible </li></ul><ul><li>Concise </li></ul><ul><li>Consistent </li></ul><ul><li>Constructive </li></ul><ul><li>… and Timely </li></ul><ul><li>What good is internal communications? </li></ul><ul><li>Builds understanding </li></ul><ul><li>Promotes engagement </li></ul><ul><li>Reinforces values </li></ul><ul><li>Primes people for crises </li></ul>
    6. 6. Importance to HR <ul><li>Dialogue </li></ul><ul><li>Open dialogue between staff & upper management </li></ul><ul><li>Facilitates flow of information through organisation </li></ul><ul><li>Crisis & Change </li></ul><ul><li>Channels in place in disseminate critical information </li></ul><ul><li>Credibility in delivering messages </li></ul><ul><li>Decision-making </li></ul><ul><li>Access to employee input improves decisions </li></ul><ul><li>Promotes inclusivity – greater buy-in to decisions </li></ul>
    7. 7. Relevance to ACE 2011 $30 billion Growth $6 billion 70 million Confusion MD HRD TBA Elysé TRAORE Laure DAMIBA Business Partner Training & Development Resourcing C&B Pascal OUEDRAOGO Business Partner
    8. 8. Relevance to ACE “ By 2011 we aim to have a market capitalisation of $30 billion, 70 million customers and $6 billion EBITDA” Internal Media Investors <ul><li>What does it mean for me? </li></ul><ul><li>Why should I care? </li></ul><ul><li>What role do I play? </li></ul><ul><li>How do I know if we are on course? </li></ul><ul><li>Who’s who? </li></ul><ul><li>What’s next? </li></ul>
    9. 9. The Survey <ul><li>Audience </li></ul><ul><li>47 people connected with HR </li></ul><ul><li>Timing </li></ul><ul><li>25-30 January 2007 </li></ul><ul><li>80% response rate </li></ul><ul><li>Objectives </li></ul><ul><li>Understand HR’s view of internal communications </li></ul><ul><li>Set a benchmark for improvement </li></ul><ul><li>Methodology </li></ul><ul><li>Online survey + qualitative/quantitative responses </li></ul>
    10. 10. Importance of internal communications 50% 100% 0% Very Important 95% <ul><li>Feedback: </li></ul><ul><li>Everyone sees internal communications as important </li></ul><ul><li>Sets scene for evaluation of performance </li></ul>Quite Important 5% In your opinion how important is internal communications to the success of an organisation?
    11. 11. Performance of OpCo in Internal Comms? 50% 100% 0% <ul><li>Feedback: </li></ul><ul><li>Only 5% said it was managed ‘very well’ </li></ul><ul><li>About half gave positive responses </li></ul><ul><li>10% had no opinion </li></ul>Positive 52% 48% Negative How well do you feel internal communications is managed within your OpCo?
    12. 12. Quality of HQ-OpCo communications? 100% 0% Positive 33% 66% Negative <ul><li>Feedback: </li></ul><ul><li>48% said it was ‘managed poorly’ or ‘very poorly’ </li></ul><ul><li>19% gave ‘no opinion’- presume negative </li></ul><ul><li>31% said it was adequate </li></ul>How well is internal communications managed between HQ & your OpCo?
    13. 13. Frequency of Communications <ul><li>Feedback: </li></ul><ul><li>In a third of the operations staff receive messages from the management only once a month </li></ul>How often do your employees receive messages from management?
    14. 14. 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
    15. 15. Benchmarked against other Research
    16. 16. Dedicated Internal Comms Resource Dedicated Resource Partial Resource No Resource 26% 26% 54% <ul><li>Feedback: </li></ul><ul><li>A quarter of OpCos have no focus on internal communications </li></ul><ul><li>Partial resource may reflect size of operation & priority </li></ul>
    17. 17. Responsibility in a Crisis 5% 7% 5% 43% 40% <ul><li>Feedback: </li></ul><ul><li>Responsibility shared between MD and HRD </li></ul><ul><li>Need definition of strategic and tactical execution </li></ul>In the event of a crisis who would take responsibility for internal communications?
    18. 18. Internal Communications Strategy Do you have a strategy? <ul><li>Feedback: </li></ul><ul><li>Almost 60% are not aware of any strategy being in place </li></ul><ul><li>Consequences? </li></ul>
    19. 19. 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
    20. 20. Challenges in Motivating Staff <ul><li>Top challenges </li></ul><ul><li>Need for a clear career progression plan </li></ul><ul><ul><li>Talent management </li></ul></ul><ul><ul><li>Job descriptions </li></ul></ul><ul><li>Need for a transparent reward & recognition system </li></ul><ul><ul><li>Fair salaries </li></ul></ul><ul><li>Involvement of staff in decision-making </li></ul><ul><ul><li>Sense of belonging & engagement </li></ul></ul><ul><li>Clear internal communications </li></ul><ul><ul><li>Company objectives </li></ul></ul><ul><ul><li>Constructive leadership, especially on changes </li></ul></ul>
    21. 21. Most Needed Information <ul><li>Top Information Needs </li></ul><ul><li>Change & Integration </li></ul><ul><ul><li>Strategy and direction </li></ul></ul><ul><ul><li>Organisational and policy changes </li></ul></ul><ul><li>Company Performance </li></ul><ul><ul><li>Company’s progress against plan </li></ul></ul><ul><ul><li>Competitive position </li></ul></ul><ul><li>Personal Performance </li></ul><ul><ul><li>Feedback on performance & career </li></ul></ul><ul><li>Best Practice </li></ul><ul><ul><li>Examples from other Operations </li></ul></ul><ul><ul><li>New developments in technology & sector </li></ul></ul>
    22. 22. Wish List for Improvements <ul><li>Top Improvements </li></ul><ul><li>Better internal communications </li></ul><ul><ul><li>Dedicated resource supported by clear strategy </li></ul></ul><ul><ul><li>Commitment throughout organisation to focus on it </li></ul></ul><ul><ul><li>Timely response to employee concerns & changes </li></ul></ul><ul><li>Culture of openness </li></ul><ul><ul><li>More frequent all staff & team meetings </li></ul></ul><ul><ul><li>Wider range of channels/forums for feedback & debate </li></ul></ul><ul><li>Tools & Practices </li></ul><ul><ul><li>Intranet </li></ul></ul><ul><ul><li>System for instantaneous global updates </li></ul></ul><ul><ul><li>Focus on clear, direct & honest communications </li></ul></ul>
    23. 23. 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 CD Circulate weekly update on ExCo decisions Effective management of a cascade system to ensure ownership An Excellence Week – to showcase contributions to global objectives Recognition & celebration of company, group and individual performance Strategy off-sites CEO visibility
    24. 24. Group work <ul><li>Three Tasks </li></ul><ul><li>How do the conclusions relate to your experience of Internal Communications within Celtel? </li></ul><ul><li>What are the top three priorities we need to fix? </li></ul><ul><li>What solutions would you propose to fix them? </li></ul>

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