Internal communications

From Wikipedia, the free encyclopedia

Filming a day's work for the US Armed Forces Network Television Services, an internal communication channel.

Internal communications (IC) is the function responsible for effective communication among participants within anorganization. A relatively young profession, IC draws on the theory and practice of related professions, not least journalism,knowledge management, public relations, media relations,marketing and human resources, as well as widerorganizational studies, communication theory, social psychology, sociology and political science.
Contents
[hide]

1 Role of IC in the organization 2 IC practice o 2.1 Message distribution o o 2.1.1 Selecting channels 2.1.2 Traffic control 2.1.3 Channel development and administration 2.1.4 Line manager 'cascade' 2.1.5 Social Media

2.2 Message design and production 2.3 Project communications 2.3.1 Change communications 2.3.2 Crisis communications

o o

2.4 Business partnering 2.5 Strategic leadership

3 History of internal communications 4 IC associations and accreditation 5 Synonyms 6 See also 7 Works Cited

8 References

[edit]Role

of IC in the organization

People at work communicate regardless of the intentions of their managers or leaders. The purpose that a formally-appointed IC manager or IC team will serve within a given organization will depend on the business context. In one, the IC function may perform the role of 'internal marketing' (i.e., attempting to win participants over to the management vision of the organization); in another, it might perform a 'logistical' service as channel manager; in a third, it might act principally as strategic adviser. It is important to distinguish between communications on behalf of the organization and the day to day intercourse within work groups or between managers and subordinates. Minzberg [1] talks about the fact that communications is intrinsic to the work of a manager - it is the very essence of work in many situations. This article is less concerned with the interpersonal communications that take place in most workplaces and which are explored by writers such as Phillip Clampitt.[2] There are a number of reasons why organisations should be concerned about internal communication. Importantly, there is commonly a legal requirement for organizations to communicate with their workers. In Europe, for example, the EU has made very specific provision about workers' rights to be informed and consulted. Effective internal communications is one of the key drivers of employee engagement (see, e.g., the UK government-sponsored Macleod Report [3] for a summary of research) and proven to add significant value to organizations on all metrics from productivity to customer research. As noted in Quirke (2008)[4]: "Traditionally, internal communications has focused on the announcement of management conclusions and the packaging of management thinking into messages for mass distribution to the 'troops'". Research indicates a limit to the value of this 'broadcasting' model of IC. Without feedback loops and harnessing the active involvement and mediation skills of frontline supervisors or team leaders, broadcasting tends to be more effective at influencing senior and middle managers than frontline employees - see, e.g., Larkin and Larkin (1994).[5] As the IC function matures within the organization, then, it may come to play a wider role in facilitating conversations "upwards", "downwards" and "across" the organization, per Stohl (1995).[6] Organizations increasingly see IC as playing a role in external reputation management. Joep Cornelissen in his book Corporate Communications [7] touches on the relationship between

reputation and internal conversations. This trend reaches its full potential with the arrival of new 'norms' and customer expectations around social media, for example in the work of Scoble and Israel.[8] Market researchers MORI[9] have likewise highlighted the effects of employee advocacy on an organisation's external reputation. IC managers aim to achieve strategic influence, to help bring reputational risk analysis to bear before senior leaders take a final decision, to improve the quality of that decision and improve the chances it will be accepted by all participants within the organization. [edit]IC

practice

Internal Communication has today become the core part of the Corporate Communication. Many a time the Human resource department are especially kept out of it as they are termed as the voice of the management and not the employees. Five general modes of IC practice are itemised below, ranked loosely according to their position along a spectrum from tactical tostrategic activities.

The modes of IC practice, arranged along a spectrum from the tactical to the strategic

[edit]Message

distribution

The American political scientist and communication theorist Harold Lasswellpopularised the concept of the communication channel in his 1948 paper The Communication of Ideas[citation needed]. Formal channels typically fall into one of four broad categories:

Electronic: - Communications that are delivered and/or accessed electronically, either by computer, telephone, television or other devices. Examples include email, intranet, video and webcasts, DVD, electronicnewsletters, podcasts, blogs, wikis, voicemail, conference calls, SMS text messaging, screensaver messaging, desktop alert messages, desktop news feeds and internal social media tools (e.g.: internal Twitter-style sites such asYammer)

Print: - Paper-based communications. Examples include magazines, newsletters, brochures, postcards and other 'desk drops', posters, memos, communication packs or 'toolkits' for line managers, etc.

Face-to-face: - One-to-one and one-to-many forums where people are physically present. Examples include a 'cascade' of team meetings or briefings, conferences, site visits, 'back to the floor', consultation forums, 'brown bag' lunches, round-table discussions, 'town meetings', etc.

Workspace: - the working environment. Examples include notice boards, plasma and LCD screens, accessories (e.g.: mousemats), window decals, etc.

Informal channels reflect the non-linear dynamics of a social network and can be as influential, if not more so, than official channels, often more likely to stimulate and create discussion and dialogue. The channels may manifest themselves via the rumour-mill, water-cooler conversations, social networking, graffiti, spoof newsletters, etc. [edit]Selecting channels One of the key challenges any internal communicator will face is how to select the right channels and the right mix of channels - for both the audience and the message. Bill Quirke[10] offers a simple guide; the 'rich' interaction enabled in 'face-to-face' communications is appropriate where risks of misunderstanding or emotional impact are high; the 'lean' interaction offered in written or one-way communications are better suited to the low impact, low emotion distribution of information. See Weick[11] for some theoretical grounds for this basic insight. The practical considerations are:

Availability: what channels either already exist within the organisation or can be introduced effectively?

Audience: who are they, where are they based, how do they prefer to access information and how effective will the proposed channel be in reaching them and engaging them?

Objectives: what does the organisation want people to learn, think, feel or do as a result of the message?

Content: what is the context and substance of the message? (For example, sensitive messages may need to be communicated face-to-face, rather than by, say, SMS text message.)

[edit]Traffic control A typical large organisation IC function will be concerned to monitor and limit the quantity of information flowing through each internal channel, prioritising according to the relevance of a given message to the audience implicated in that channel, as well as the urgency and impact of the

message. Such organisations typically face a risk that channels (such as intranet news, oremail) are over-used for inappropriate, low value messages, causing vital audience groups to filter them out. [edit]Channel development and administration IC teams will often (but not always) hold responsibility for the administration and development of several of the organisation's communications channels. The range of media available is wide - and growing fast with new electronic media. Initially, IC tends to focus on the existing resources of the organization, typically an intranet, email distributions, and newsletters. One common element of channel development and administration involves managing supplier relationships - agencies external to the organization typically specialise in one main channel area, such as audiovisual, or print production. The strengths and uses of different techniques are discussed by FitzPatrick in the Public Relations Handbook[12] [edit]Line manager 'cascade' Sending information down the line to local supervisors, expecting them to deliver it without any corruption, interpretation or deviation has long been the main focus of 'cascaded' internal communications (for example, UK guidance from The Industrial Society, now the Work Foundation, focused on giving managers very clear instructions about what to say and how to say it). However, in recent years thinking has evolved and literature now concentrates on empowering managers to facilitate discussion rather than cascade management of messages which will have little authority or impact. This is a particularly strong theme in the writing of TJ and Sandar Larkin.[13] Clampitt (2005) lists three approaches managers use to communicate with their employees.[14] Employee communication is an important skill for all line managers, irrespective of their seniority. Like any skill it requires training and development. Often, organisations do not invest the appropriate amount of time and effort in developing managers' communications skills. Too often this leads to managers abdicating responsibility for communications to their 'internal communications department' and a lack of confidence in facilitating discussion in their teams. This raises debate around the following issues:

The nature of supervisory relationships and organisational communication The potency of managers as a channel of official communications How best to support managers in their roles

[edit]Social Media

Social media is becoming increasingly discussed in the field of Internal communication. However, there is little documented evidence of where it is being used successfully as part of a planned campaign of employee communications. There is also significant discussion into the impact of social media on company culture and internal communication. [edit]Message

design and production

Basic IC services to an organization begin with editorial services - either fine-tuning messages drafted by participants in the organization, or drafting new material on their behalf. IC practitioners might simply correct basic grammar, etc., especially in organisations where many participants may be operating in their second or third language. Or they might re-work it to conform to house style or its branded equivalent, 'tone of voice'. The skillset involved relates closely to media professions such asjournalism, copywriting and film or print production. Message design may be iterative, or involve a range of participants in an approvals process. More advanced IC services might include identification of needs arising, relaying them to the relevant organizational leader, and initiating message production. In this case, more aspects of the message are available for the IC practitioner to refine or make recommendations on; including the best 'source' for the message; the most effective communication channel; the mode of interpellation (i.e., whether this message is intended to inform, to instruct, to negotiate, to consult, or to involve); the appropriate 'production values'; optimal audience segmentation; timing of message delivery; and so on. [edit]Project

communications

IC practitioners may be seconded to a specific project team, to support the stages of the project that carry a communications or engagement component. Project communicators might produce a schedule of communication objectives and milestones for the project; a map of vital stakeholders (senior individuals or large groups / segments of the overall population); and a message framework to guide project participants towards a single, coherent message about their work. They might also contribute to the project's aggregate risks 'log' on the reputational risks, and work-up contingency plans covering unintended situations.

[edit]Change communications Organisations are increasingly turning to communications to help implement change.

It is useful to distinguish between change - the act of altering something within an organisation (such as the introduction of a new IT system or the closure of a office) and 'transition' - the process through which an individual passes as part of the process of coping with change. The use of the two terms interchangeably causes some confusion. Change communication is often focused on logistical matters - making sure that people understand a change and how it will impact on their work and lives. Transitional communications (for want of a better term) will often draw heavily on HR thinking and practice and may reflect psychological models such as that proposed by grieving, by Elisabeth Kubler-Ross). Organizational development is a growing competency within HR, and the vital role played by the communications component in change efforts is becoming better theorised (e.g. Larkin and Larkin (1994),[15] Kotter (1996),[16] Schein (2004)[17]) and more widely acknowledged in large organizations. Change writer (John Kotter says: "When the environment constantly changes, the organization must innovate to adapt to or control that environment. When your external environment changes, your internal environment should adjust as well, and internal communication is vital during these times."[citation needed]) [edit]Crisis communications Organizations occasionally face unplanned reputational crises which can destroy brand value or even finish the organization. At such moments, the support of the internal constituency becomes especially valuable, as employees' friends and relatives seek their account of events, and as talented and motivated participants consider whether or not to remain with the organization. As with Media relations and PR, the role IC plays in a crisis can be decisive for the success or failure of an organization, as it responds to a critical challenge. Organizations with a mature IC function may have contingency planning in place, ready to be tailored to the particulars of the situation. They are also more likely to have 'well flexed', well-rehearsed line management communications capability, etc., making crisis communications more effective. Less mature IC functions may find it difficult to bring senior leaders' attention to the internal audience, when critical stakeholders such as investors or customers appear more likely to desert the organization. Although unplanned and usually under-resourced, the quality of an IC function's response in a crisis often has a decisive impact in the maturing of an IC function within an organization. Effective responses bring IC up the list of priorities for senior leaders, following the crisis. [edit]Business

partnering

In common with the Ulrich model for Human resources practice, IC may be delivered via a 'business partnering' relationship, acting as adviser to a given function or unit on IC issues relevant to the delivery of their strategic plans and projects. As a representative of the audiences with a stake in the developments under discussion, this can be both an awkward and a privileged position to occupy, requiring skills of diplomacy and objectivity. Dewhurst and FitzPatrick, in their 2007 report How to Develop Outstanding Internal Communicators [18] identified how business partnering was often the route into the most senior positions in Internal Communications. [edit]Strategic

leadership

In the most mature IC functions, the IC leader 'brings' the internal constituency to senior leader discussions and decision-making processes, refining the decision to be communicated, as well as how and when to communicate it. S/he may either act as a representative of the internal constituency, or provide senior leaders with processes that make it feasible to consult or directly involve participants in such decisions. Given the origins of IC as a "mouthpiece" of the senior leadership, organizations tend to prove resistant to the possibility that IC would add value to strategic decision-making. Establishing IC in a strategic role may require a crisis to prove that value, or IC functions might earn their place in the decision-making process by making their contribution more tangible - for example, offering metrics which help leaders understand more clearly the Return on investment the IC function is delivering. [edit]History

of internal communications

Lady Lever Art Gallery, built in 1888 as part of a model village for the workers of the Lever's soap factory - Port Sunlight, UK

Large industrial organizations have a long history of promoting pride and a sense of unity among the employees of the company, evidenced in the cultural productions of Victorian-era soap manufacturers as far apart as the UK's Lever Brothers (right) and the Larkin Soap Company of Buffalo, New York. For much of the 20th century, trade unions represented the mass of employees in questions of organizational legitimacy and changes to working practices, on behalf of employees. Company newsletters competed with Union-run media, and senior leaders had to deal frequently with the demands of this 'stakeholder'.

While this might be seen as a purely antagonistic relationship, organizations to some extent depended on the Union to do the work of cohering a constituency around a manageable set of messages and values. As unions became weakened in the 1970s and 1980s, and the communities in which organizations operated became more mobile, the lack of such a natural constituency became a problem for organizational leaders, who experienced it in terms of a crisis of 'trust' or 'legitimacy'. [edit]IC

associations and accreditation

There is not yet a globally recognised internal communication qualification, though various training courses and formal qualifications have been established to create and maintain standards. The predominantly North American members of the International Association of Business Communicators (IABC) can apply for recognition as an Accredited Business Communicator. In the US, courses are available at Ithaca College. In the UK, the bodies representing the profession are fragmented and offer competing qualifications. The UK's Institute of Internal Communication offers a framework of IoIC training and accreditation in internal communications. In recent years there has been a growth in the range of short skills courses offered by a range of commercial suppliers as well as institutions such as the London College of Communication and Leeds Metropolitan University. There is a well-established postgraduate diploma / Masters programme in Internal Communications Management at Kingston University and a formal qualification in Internal Communication at Certificate and Diploma level is also offered by the Chartered Institute of Public Relations. In Europe, courses are available at the University of Lugano and Rotterdam School of Management. [edit]Synonyms IC may variously be referred to as: employee communications, employee engagement, employee relations, internal marketing, company communications, staff communication. Responsibility for IC may sit within various established functions, includingmarketing, corporate communications, transformation, HR and the CEO office. Internal communications functions can require several skills, e.g.: writing, marketing, event organisation, web production, facilitation, advertising, stakeholder management,corporate social responsibility, branding and communications training.

hat is Internal communication?

Internal communication is a subset of effective business communication, which is built around this simple foundation: communication is a dialogue, not a monologue. In fact,communication is a dual listening process. So Internal Communication, in a business context, is the dialogic process between employees and employer, and employees and employees. So many times that latter process is forgotten by strategists and PR professionals it should always be remembered that communication between employees is very often far more powerful than any communication from employer to employee. Whereas the top-down, employer-driven communication is great for setting a communication agenda or discussion point, it is the peer-to-peer employee communications that determine the tone of the response back to the employer. So, to sum up, Internal Communication is the conversations that businesses have with their staff and those staff have with each other. What activities and tactics are traditionally used for internal communication? Over the years there have evolved various ways of communicating internally. We started with informal and formal one-to-one and one-to-many meetings, where the boss would communicate in a highly one-way fashion with employees. Of course, the employees would then informally discuss with each other their views and opinions, out of earshot of the boss. Communication then evolved to include printed materials for formal, top-down message transmission newsletters, annual reports, memos, and so on. The advent of digital technology, and in particular the internet, introduced email into the business setting and with it the nature of communication radically changed. No longer did a communication take a little while to produce, allowing for a period of reflection and consideration. Now anyone could bang off an email at a moments notice, often without consideration of the impact of the message.

Those who were unskilled and untrained in the art and impact of communication suddenly found themselves causing more angst than they realized. Training took place amongst senior managers in the more enlightened organizations to show them the effects of poor communication habits. Today, digital technology has evolved to the point where not only can employees and employers freely email each other, forward messages without any editing (showing the whole conversational trail), and forward those messages outside of the corporate walls, but also employees and employers can use these emails to bring about grievance procedures, litigation and dismissal. Equally, employers now find themselves at the mercy of employees who may email each other with libellous comments about competitors or fellow employees. Deleting these emails from personal inboxes has proven to be no defence against litigation and investigation by external regulators and legal agencies. Today there are a plethora of techniques and technologies used to communicate, both up/down and sideto-side within an organization: One-on-one meetings Staff/team meetings Emails Voice mails Video broadcasts Intranets Audio files (usually downloadable audio, but increasingly sent out via rss technology ['podcasts']) Staff-to-staff newsletters Corporate newsletters Annual Reports Quarterly Reports

Roadshows

Whats the importance of internal communications? Why do smart organizations spend so much time on it? Smart organizations recognise that employees will always talk with each other, so it is better to set the agenda and informal discussion points than have them dictated by an uninformed staff. This is no different from external communications, where the role of the PR practitioner and business communicator is to engage with and reflect the position of the employer or business to that employer or business larger group of publics that is, anyone who may have any impact on or be impacted by the organisation. A large number of studies by both professional management groups and professional communications bodies consistently finds that communicating with employees is a useful and powerful way of engendering greater engagement the propensity of the employee towant to come to work and want to contribute to the success of the company. Some professional employee consultants argue that engagement is at a lower level now than, say, twenty years ago (mostly due to the changes in job security, the shifting demographics of the workforce and the more fluid requirements of businesses to be able to change to meet the demands of their rapidly changing marketplaces). Smart employers realize that in environments where employees are able to move from one employer to another with relative ease, it is in the companys best interests to retain the smarter and more productive employees; doing all they can to communicate with them, inform them, influence them and enter into some sort of psychological contract with them is a wise move. Equally, in environments where employees have less chance to move, smart employers recognise that an unhappy and trapped employee is a potential liability. Four essential elements of successful internal communications If you ensure that your internal communications have taken into consideration the following four elements, you can be assured that your message will have a very high chance of not only being noticed, but actually achieve its communication goal: Is focused on one (only) specific strategic business issue Is written in language the receiver is able to comprehend Has an outcome that is specific and measurable

Is delivered in a timely manner and in a medium that the receiver is willing and happy to receive it in
Internal communication involves the communication that exists within a company and can take many forms. Key to the success of an organization is communication from within. In order to effectively engage in two-way symmetrical communication, (the goal of public relations practitioners), communication is essential internally. External communication covers how a provider interacts with those outside their own organization. This may be with the public, employers, community organizations, local authorities, job centers, careers offices, funding bodies, specialist agencies and other training providers.

Read more: http://wiki.answers.com/Q/What_is_the_difference_between_internal_and_external_co mmunication_in_an_organization#ixzz1ZnlRWyME

External communication

External communication covers how a provider interacts with those outside their own organisation. This may be with the public, employers, community organisations, local authorities, job centres, careers offices, funding bodies, specialist agencies and other training providers. How does your external communication compare with that of the most effective provision seen on inspection? The following strengths and areas for improvement have been taken from recent inspection reports across the Ofsted Learning and Skills remit.

Common inspection strengths

Good use of collaborative partnerships to widen participation Productive partnerships that enhance the learner experience Effective communication with outside agencies Close working relationships with employers

Common inspection areas for improvement

Ineffective communication with employers Weak links between on- and off-the-job training Insufficient involvement of employers

If you were given a similar area for improvement bullet at the end of your last inspection, self assessed this area as an area for improvement, or want to work to avoid such areas for improvement, then consider what inspectors judge to be key.

Particularly effective practice identified in inspections includes:

Researching what "networks" are available within the area in which a provider operates and joining them. Taking care to ensure that the most appropriate member of staff attends network meetings in order to be able to take and influence decisions. Identifying a suitable "substitute" to attend network meetings who receives copies of minutes routinely, so when the need arises they are not seen as an unplanned substitute.

Hosting meetings on the provider premises where it will help promote the objectives of the organisation (helps others get to know you). Having a communications strategy to ensure a provider has planned activities and that communication is both managed and appropriately funded. Establishing communication networks with external organisations that might benefit learners (including employers, funding bodies, specialist support agencies, careers services, schools and community groups). Knowing what support agencies and community groups are available and who to contact in order to support

learners.

Getting staff from external support agencies to input into events such as health weeks or tutorial programmes. Using networks of educational providers to share good practice and quality improvement activities. Ensuring that the outcomes of meetings are circulated appropriately and information is shared with those who might benefit. Establishing and reviewing the frequency at which meetings are required in order to continue to be effective, using an agenda and minutes to record actions. Making sure that interested parties understand what can be offered by a provider, either "off the shelf" or "tailored" to meet requirements.

Listening to what external organisations say about how provision can be improved, including them in reviews of existing programmes and in the development of new ones. Working collaboratively to deliver programmes and progression opportunities (with schools, colleges, workbased providers, higher education institutions and employers). Establishing employer forums to advise on review of new and existing programmes. Bringing together contact information held by staff with employers or for subject areas (examining bodies, research organisations, etc) into a database so that relevant communications are made once by the provider and not several times. For example, a college organising workplacements. For providers working with employers:

Surveying the views of employers and establishing the best way to maintain communication (through newsletters, visits and formal meetings).

Involving employers in programme design and helping them understand the programmes that their learners are on. Keeping workplace supervisors informed about what's happening in the off-the-job training so that they can match the learners' on-the-job training and experience to it. Making sure that employers are updated about changes and developments, for example to the apprenticeship framework, occupational standards and assessment regulations or changes at the provider.

Continually helping employers to understand their responsibilities to the learner, in terms of health and safety, equality of opportunity and on-the-job training. Considering developments within the employer organisation which may affect the learner, such as changes in supervisor, new work opportunities for apprentices and changes in the organisation's policies and procedures. Helping keep employers, especially smaller ones, updated on changes in legislation involving pay, working

conditions, equality of opportunity and health and safety.

Health check
Have you a communications strategy? Does it cover all the people and organisations that you need to have contact with? How is it reviewed and updated? Which staff have responsibility for communication? How are funds allocated to facilitate communication? Who are the key external partners with whom you need to communicate? How do you communicate with them currently? How do you know that these methods are effective? Review who currently attends meetings externally for you. Are the most suitable people attending meetings on your behalf? Have substitutes been planned to attend meetings if required? Take a sample of recent meetings. Are outcomes of meetings shared appropriately and effectively? How do you currently work collaboratively with others? Are there any gaps that require future development? What support agencies or community groups are available locally? How do you use this information to benefit your learners? If appropriate, do you have employer forums? How do such forums contribute to your work? Are all the contacts held by your staff brought together centrally? What is done with this information? Who has access to it currently? Who else might benefit from access to it? If you work extensively with employers: How much do they know about the programmes you offer? For example what do workplace supervisors know about the apprenticeship framework? How much do workplace supervisors know about their learners off-the-job training? Do you find out about changes in an employers circumstances in time to prevent them adversely affecting your learners? If not, how can you improve communication in order to do so?

What could you do next to improve your provision?

Read inspection reports to identify what the best providers are doing in your particular type of provision or area of learning (also check other types of provision as good practice is usually transferable between inspection contexts - adult and community learning, college, DWP, work-based, etc). As well as looking at providers with outstanding aspects or monitoring visit reports with judgements of significant progress, look at providers who are similar to yourself in terms of remit, size and what they offer Ofsted inspection reports Get a clearer and richer understanding of what you need to do to improve Learner-centred self-assessment Use downloadable quality-improvement resources to develop your staff team and to focus on actions that will

help to improve your provision Actions for quality improvement

Adopt or adapt the best bits of other providers work that inspection has identified as being particularly effective Ofsted good practice database examples Measure just how effective your initial-assessment system is and if your quality-improvement initiatives are working Data projects Develop a blueprint for initial assessment of your learners Initial assessment and support Check whether your self-assessment report is fit for purpose Self-assessment surgery projects Use the guidance developed by Ofsted to know what to expect in order to prepare for inspection, look at the Ofsted inspection handbook for your remit or the inspection toolkit use the search box if necessary inspection handbooks and toolkit

Use the Excellence Gateway as a first port of call when researching areas that you would like to improve. As well as the Ofsted-related area, simple word searches will bring you a variety of information about what others in the learning and skills sector are doing to improve their provision. This is particularly useful for any newer areas that you may wish to research.