Laoise O'Murchu: a framework for strategic internal communications presented at IABC EuroComm conference 2011 in Turin. Laoise is Irish Chapter President at IABC, Associate Lecturer at the Royal College of Surgeons and Communications and Public Relations Manager at Tallaght Hospital, Dublin.

1. Biting the hand that starves us.
Presented by Laoise O’Murchú
EuroComm 2011

5. “Internal communications is the
strategic development of
mutually beneficial relationships
with multiple employee
stakeholders, on whom the
organisation’s success depends,
by the use of measurable
methods of communication.”

6. The Findings

7. The Findings
 The CEOs’ perspective

8. The Findings
 The CEOs’ perspective
 The Communicators’ perspective

9. The Findings
 The CEOs’ perspective
 The Communicators’ perspective
 The employees’ perspective

10. The Findings
 The CEOs’ perspective
 The Communicators’ perspective
 The employees’ perspective
 What the results tell us.

11. CEO’s Perspective

12. CEO’s Perspective
Case Studies CEO Support
A 9/10
B 10/10
C 10/10
D 8or9/10

13. CEO’s Perspective
Case Studies CEO Support
A 9/10
B 10/10
C 10/10
D 8or9/10

14. CEOs and ROI

15. CEOs and ROI
 “No tangible measurements”

16. CEOs and ROI
 “No tangible measurements”
 “It’s important but other items can
take priority”

17. CEOs and ROI
 “No tangible measurements”
 “It’s important but other items can
take priority”
 “Can’t state in measurable terms how
it adds value to the organisation”

18. CEOs and ROI
 “No tangible measurements”
 “It’s important but other items can
take priority”
 “Can’t state in measurable terms how
it adds value to the organisation”
 “Need to become more strategic”

19. CEOs and ROI
 “No tangible measurements”
 “It’s important but other items can
take priority”
 “Can’t state in measurable terms how
it adds value to the organisation”
 “Need to become more strategic”

20. Communicators
Perspective

21. Communicators
Perspective

22. Communicators
Perspective
 No strategic plan

23. Communicators
Perspective
 No strategic plan
Vague aims:

24. Communicators
Perspective
 No strategic plan
Vague aims:
 “Increase employee engagement”

25. Communicators
Perspective
 No strategic plan
Vague aims:
 “Increase employee engagement”
 “Improve employee awareness of
their role”

26. Communicators
Perspective
 No strategic plan
Vague aims:
 “Increase employee engagement”
 “Improve employee awareness of
their role”
 “Increase awareness of the
organisation’s strategy”

27. Communicators
Perspective
 No strategic plan
Vague aims:
 “Increase employee engagement”
 “Improve employee awareness of
their role”
 “Increase awareness of the
organisation’s strategy”

28. Planning and Listening
Case Studies SMART Communication
Objectives Needs
A NO NO
B NO NO
C NO NO
D NO YES

29. Selecting the Right Tools

30. Selecting the Right Tools
Busy with outputs
rather than outcomes

31. Selecting the Right Tools
Busy with outputs
rather than outcomes

32. Selecting the Right Tools
Busy with outputs
rather than outcomes
 Intranet

33. Selecting the Right Tools
Busy with outputs
rather than outcomes
 Intranet
 Staff briefings

34. Selecting the Right Tools
Busy with outputs
rather than outcomes
 Intranet
 Staff briefings
 Newsletter

35. Selecting the Right Tools
Busy with outputs
rather than outcomes
 Intranet
 Staff briefings
 Newsletter
 Engagement Survey

36. Selecting the Right Tools
Busy with outputs
rather than outcomes
 Intranet
 Staff briefings
 Newsletter
 Engagement Survey
 Social Media

37. Selecting the Right Tools
Busy with outputs
rather than outcomes
 Intranet
 Staff briefings
 Newsletter
 Engagement Survey
 Social Media

38. Selecting the Right Tools
Busy with outputs
rather than outcomes
 Intranet
 Staff briefings
 Newsletter
 Engagement Survey
 Social Media
Measurement, evaluation and
two-way communication

39. Employees viewpoint

40. Employees viewpoint

41. Employees viewpoint
“Communication is a tick box
exercise”

42. Employees viewpoint
“Communication is a tick box
exercise”
“Management just go through
the motions”

43. Employees viewpoint
“Communication is a tick box
exercise”
“Management just go through
the motions”
“Some parts of the organisation
are better at communication
than others.”

44. Employees viewpoint
“Communication is a tick box
exercise”
“Management just go through
the motions”
“Some parts of the organisation
are better at communication
than others.”
“ They don’t really want to hear
what we have to say”

45. Employees viewpoint
“Communication is a tick box
exercise”
“Management just go through
the motions”
“Some parts of the organisation
are better at communication
than others.”
“ They don’t really want to hear
what we have to say”
“If I had a good idea I think
they would listen to it”.

46. What could be improved?

47. What could be improved?
Strategic/
SMART

48. What could be improved?
Strategic/ Leadership
SMART Role

49. What could be improved?
Strategic/ Leadership
SMART Role
Tools/
Two way

50. What could be improved?
Strategic/ Leadership
SMART Role
Tools/ Measure/
Two way continuous

51. What could be improved?
Strategic/ Leadership
SMART Role
Tools/ Measure/
Two way continuous

53. YES WE CAN.

54. YES WE CAN.
Presented by Laoise O’Murchú
http://ie.linkedin.com/in/laoise