This document discusses internal communications in organizations. It defines internal communications as communications among employees within an organization. It then discusses different types of internal communication tools like email, instant messaging, meetings, newsletters, intranets, and video conferencing. It notes that there is no one-size-fits-all approach. The goals of internal communications are to ensure employees are working towards common goals, develop a cohesive culture, empower employees, show appreciation for employees, and create feedback channels. It also provides examples from different organizations on how they have effectively implemented various internal communication strategies and tools.

1. Internal
Communications
By Lauren Pluss | @LaurenPluss

2. What is internal communications?
“it is the function responsible for
effective communications among
participants within an organisation”

3. Go to Menti.com
Enter
54 81 42

4. Types of internal
communications
• Email
• Instant chat or collaboration tools
• Meetings
• Newsletters
• Intranet
• Video conferencing
• CEO updates
• Networks
• Employee social networks

5. There isn’t a one
size fits all
approach to
internal
communications.

6. To ensure everyone is working
towards a common goal.
To develop a cohesive culture &
empower employees to make the
right decisions in line with the
organisational goals.
To show employees they’re valued
& their ideas matter.
To create a channel for feedback,
debate and discussion.

7. The average worker is
reported to receive
121 emails a day.

8. Benefits of
collaboration tools
• Productivity
• Instant
• Transparency
• Historical chat
• Save travel costs
• Flexible/remote working
• Space for informal discussions (e.g. Slack random channel)
• Pop-up teams
• Similar to tools such as WhatsApp
• Integration & automation
• External organisational access
• Warning! ’Always on’ impact of collaborative tools &
expectation of instant replies

9. Finding the right
tools
• What is the aim of using a new tool?
What problem are you trying to solve?
• What skills do you have to implement
and maintain continued use?
• What budget and resource do you have?
• What tools are available based on the
above?
• Slack, Basecamp, Trello, Facebook
Workplace, SharePoint, Teams.

10. Case study:
YouthLink Scotland
• Using a collaboration tool
• Aims:
• Reduce e-mail overload / cc-ing everyone in
• Improve internal communications
• Increase transparency
• Tool: Basecamp
• Process:
• Have a ‘roll out’ process
• Trial it in a small group
• Staff training
• Basecamp champions
• Guidelines
• Buy in from SMT
• Don’t be afraid to call people out!
• Review use

11. Case study: SCVO
• What? Myers Brigg Type Indicator – gives
you an animal personality
• Aims: To help team members understand
that people communicate differently and
how best to communicate with other
members of the team.
• Where? https://icould.com/buzz-quiz/
• How? Team meetings & all new members
of staff (digital team) took quiz
• Why? Encourages discussion and
understanding.

12. Case study: CEO
Communications
• What? Weekly summary from the CEO
shared with all staff providing an update on
what’s happened that week (recommended
read).
• Aims: Helps staff feel connected to what’s
going on at a higher level, ability to
reinforce mission/vision of organization.
Opportunity to thank & give recognition to
staff.
• Where? SCVO & Young Scot
• When? Friday
• How? Email / Teams

13. Meetings
• How often do you have full staff, team, line manager,
leadership, SMT etc. meetings? Are they effective?
• Tips:
• Meetings has a purpose (agenda)
• Play around with formats to find what works
• Chair
• Stick to the time!
• Record actions & who’s completing them
• Do you really need a meeting? Is there another
method?
• Case Study: Young Scot - MMMM
• Notes:
• Meetings where people dial in
• Invest in technology
• Everyone in the same position?

14. Case study:
YouthLink Scotland
• Lunch box learning
• What? Once a month meeting where
staff could share expertise on a range of
topics, some work relevant and some
not. Lunch brought along by each staff
member attending.
• Why? Opportunity to socialize with staff,
get to know staff outside of just work,
learn new skills.

15. Activity:
• List all of the internal comms in your
organisation and put them into one of
three categories:
• Working
• Kind of working
• Not working
• In groups, discuss your different areas
with a particular focus on what’s ‘kind of
working’ to share ideas about what steps
could be done to move them to
‘working’.

16. Top tips
• Don’t be afraid to ask your staff what they want
• Encourage two way conversation
• Set guidelines so people know what to expect
• Set boundaries
• Revisit it on a regular basis, make adjustments
• Have internal champions when you introduce new
tools
• Start small – within your own team or directorate
• Don’t let digital define your plan – remember face-
to-(virtual) face contact and phones too!
• Check charity discounts before purchasing any
tools!

17. Questions?