Internal Communications - Part 1

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  • + lpisonero lpisonero 2 years ago
    Sorry no copies at all
  • + ken_lituhayu ken_lituhayu 2 years ago
    this is a very good material.. systematic, simple and easy to understand. can i have the soft copy? if i can have it, please send to ken_lituhayu@yahoo.com. thx very much
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Internal Communications - Part 1 - Presentation Transcript

  1. Internal Communications Training Session Part One Piers Schreiber HR Academy - 6 th February 2007
  2. 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
  3. 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
  4. 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'm helping to put a man on the moon."
  5. 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
  6. 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
  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. 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
    • What does it mean for me?
    • Why should I care?
    • What role do I play?
    • How do I know if we are on course?
    • Who’s who?
    • What’s next?
  9. The Survey
    • Audience
    • 47 people connected with HR
    • Timing
    • 25-30 January 2007
    • 80% response rate
    • Objectives
    • Understand HR’s view of internal communications
    • Set a benchmark for improvement
    • Methodology
    • Online survey + qualitative/quantitative responses
  10. 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?
  11. 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?
  12. 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?
  13. Frequency of Communications
    • 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?
  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. Benchmarked against other Research
  16. 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
  17. Responsibility in a Crisis 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?
  18. Internal Communications Strategy Do you have a strategy?
    • Feedback:
    • Almost 60% are not aware of any strategy being in place
    • Consequences?
  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. Challenges in Motivating Staff
    • Top challenges
    • Need for a clear career progression plan
      • Talent management
      • Job descriptions
    • Need for a transparent reward & recognition system
      • Fair salaries
    • Involvement of staff in decision-making
      • Sense of belonging & engagement
    • Clear internal communications
      • Company objectives
      • Constructive leadership, especially on changes
  21. Most Needed Information
    • Top Information Needs
    • Change & Integration
      • Strategy and direction
      • Organisational and policy changes
    • Company Performance
      • Company’s progress against plan
      • Competitive position
    • Personal Performance
      • Feedback on performance & career
    • Best Practice
      • Examples from other Operations
      • New developments in technology & sector
  22. 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
  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. 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?

+ EstragonEstragon, 3 years ago

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