This document provides guidance for developing internal communications plans to support programs and initiatives. It outlines a process for defining objectives, understanding the context and audience, developing key messages and positioning, and planning tactics and evaluation metrics. The guidance emphasizes starting with strategic questions to determine if communication is needed and how it can most effectively support business goals before planning specific tactics.

1. Developed byThinktwice Communications

2.  This tool is designed to help program managers and leaders to
develop and execute communications plans and materials
 You should use this tool if you have a program or event you want to
communicate about with your employees
 Depending on the scope of the program, you can also contact the
InternalCommunications team for additional counsel and/or
support

3. 1. Define your objectives
2. Answer key questions
3. Confirm positioning & messaging
4. Develop tactical plan
5. Execute

4.  Before you think about any tactics you should answer a number of
basic questions about your initiative or program
 The first questions you should ask focus on whether you should even
be communicating at all (as detailed on the next page)
 Once you confirm the need and value of communicating on a
particular topic, additional questions will help you answer how you
should reach out and what you should communicate

5. IS ITWORTH DOING?
 What is the potential risk of benefit involved?
 What is the importance and urgency of this campaign?
 Do we have the necessary resources to execute a plan?
WHY ARE WE DOING IT?
 What is the purpose of this outreach or plan? What problem are we trying to solve?
 What specific communications purpose does this support: inform, convince, inspire,
direct, reward/recognize, support?
 What do we want/need team members to do? What is the desired action or outcome?
 What’s in it for team members? For the company? For external stakeholders?
 How does this help team members do their jobs? Achieve corporate objectives?
WHAT ISTHE CONTEXT?
 How does this link to key corporate priorities or initiatives?
 How does this fit with other communication campaigns?
 Any relevant research or feedback to consider?
 What is the status/scope of existing communications on the topic?
HOWWILL WE IMPLEMENT THE PLAN?
 How can/should we segment the employee audience?
 What are the best vehicles and channels to reach them?
 How will the plan be developed, coordinated and executed?
 Who will fund (and approve) the required resources?
 How will we measure the outcome or impact of our program?
StrategicAnalysis
Tactical Planning

6.  What is the potential risk or benefit involved?
 Is there a clear problem or issue we are trying to solve?
 What is the importance and urgency of this campaign?
 Is communications critical to the success of the
program?
 Do you have the necessary resources to execute a plan?
 Is it possible – or likely - the information or materials will
be negatively received?
 Will this communication add to the “noise” or provide
relevant and valuable information to employees?
The fact that a program or event is occurring is not in itself a reason to communicate that information to
employees. Program managers need to confirm the information is relevant, that it’s important to the
success of the program (and the company) and that it has a chance to be resonant and impactful with
employees.

7.  What is the purpose of this outreach or program?
 What specific problem(s) are you trying to address?
 What specific communications purpose does this support: inform,
convince, inspire, direct, reward/recognize, support?
 What do we want/need team members to do?To know?To believe?
What is the desired action or outcome?
 What’s in it for team members? For the company? For external
stakeholders?
 How does this help team members do their jobs? Achieve corporate
objectives?
 What are implications for employees beyond job impact?

8.  What is the rationale for this program or announcement?
 How does this initiative link to other corporate priorities?
 How does this fit with other communication campaigns?
 Is there any relevant research or feedback to consider?
 What is the status/scope of existing communications on
the topic?
 Are there existing messages or guidelines you should
consider?
 Is your plan consistent with broader company
positioning?

9. • Program highlights
• Rationale
• Implications
• Benefits
• Risks
•Type of information
• Metrics
• Next steps
Message Diligence Questions
Positioning “The
Story”
Message Platform
(proactive script, FAQs)
Tactical Plan
Briefing Materials
(toolkit)

10.  How can/should you segment the employee audience?
 What are those segment preferences, attitudes and demographics?
 What are the best vehicles and channels to reach them?
 What is the most persuasive message or proof point you can use for each
segment?
 What type of information or message are you trying to share?
 Is it complex or straight-forward?
 Will it raise questions or concerns?
 Is it factual or emotional in nature?
 How will the plan be developed, coordinated and executed? (Will it require a
cross-functional team or specialized support?)
 Who will fund (and approve) the required resources?
 How will you measure the outcome or impact of our program?

11.  Timing – How long should your communication outreach last? Should it
have phases? Is it a one-time announcement or long-term campaign?
 Volume – Howprominentshould your outreach be?Where does it fit with the
overall corporate mix?
 Frequency - Does the information require frequent repetition or evolving
messaging?
 Channels –What communication methods best suit the information you are
trying to convey and behaviors you are seeking? Does it require detailed
explanation or training? Is it complex or thematic? Should you emphasize
face-to-face, collateral and/or digital content?
 Feedback – How will you collect and address employee questions or
comments? Do you anticipate much reaction?
 Globalization –Will your audience include disparate global regions – and
different languages?

12. Key considerations:
 Objectives
 Positioning (themes and messages)
 Audiences (including segments)
 Communication vehicles & tools
 Key communicators (roles & responsibilities)
 Calendar of events
 Design/Visuals
 Evaluation metrics (definition of success)
 Budget/Resources
 Governance/responsibilities
 Next steps (e.g. approvals)
 Project logistics & management (e.g. creating teams, booking meetings)

13. Global Team
(Core
Platform)
Senior
Leadership
Executives Managers Front-Line
Employees
Remote
Employees
Specific
Divisions or
Locations
Objectives
Messages
Tactics
Logistics
(e.g. cost)
Metrics
Customize global plan to
drive relevance across
various internal segments

14.  Is this a change management
exercise that requires new
programs, policies or incentives
that go beyond communications?
 What is a realistic timeline to
achieve these changes?
 What is the gap between your
reality and your aspiration?
 Ultimately, can communications
really drive or support the results or
change you are looking for?
Culture
Training
Recognition Evaluation
Incentives
Communications
Peers
Employees
What will drive employee behavior change?
Strategy
Structure
People
Process