Creating Effective Internal Communications
By Kim Cochrane

The world economy seems to be in a never-ending state of flux and it is more important than ever to ensure that companies communicate effectively with their employees.

I recently attended an IABC seminar given by John Challinor II, APR, the Director of Marketing & Public Affairs with Cygnal Technologies Corporation. The seminar outlined all aspects of strategy, tactics and execution of an Internal communications program.

Challinor began his presentation with the idea that during the Industrial Age, organizations measured their worth in terms of the value of their manufacturing prowess. However today, in the Information Age, employees are an organization's most valuable asset.

As internal communications practitioners, we need to remember that employees are an organization's intellectual capital, customers, future leader, shareholder/stakeholders and recruiters. We need to value our employees and share a range of information with them to ensure continues productivity.

There are more communications tools to choose from than ever before, therefore it is more important than ever before to ensure that you develop a useful Internal communications plan.

Important Components of an Internal Communications Plan:
Operating principles – defined by human resources, agreed to by senior management and translated into simple, benefit-oriented language by a public relations practitioner

Key Messages – defined by human resources and conveyed to employees by a public relations practitioner

Desired Outcomes – defined by human resources and conveyed to employees by a public relations practitioner

Background Synopsis – a review of all relevant aspects of the history of the organization

Current Environment – taking an organization's temperature, focusing on stating realities, as well as perceptions, of the state of mind of the organization's employees (This should be based on research)

SWOT Analysis – strength, weaknesses, opportunities, threats within the employee base and within the organization itself.

Human Resource Requirements –- who will be assisting you? Human resources staff, public relations staff etc.

Budget Proposal – make sure you know what your limitations are

Research – the backbone of your plan-quantitative and qualitative research is necessary and will determine the kinds of communications tolls you use to convey the information

Four lessons for Internal Communications Practitioners:
• Internal communications plans need to be aligned with External communications plans, principally because, in the Information Age, employees have multiple internal and external sources from which to get information about the organization.

• Internal communications plans must be based on accurate, well-researched information, rather than conjecture or "gut feel"

• Challenges aren't about how organizations deal with them. They are about how employees deal with them.

• There are three key players when it comes to making an internal communications plan work: The President, The Human Resources Executive, and the Internal Communications Professional.

At the conclusion of his presentation, Challinor gave us something to consider at the end of a difficult day: "No matter how much you do, you never do enough." – Dilbert

Reprinted with permssion from Kim Cochrane, John Challinor II, APR and IABC Toronto's Communicator.