When leaders and managers create an internal communications strategy, what they have to make certain of are the clear definitions of the messages they want to communicate, and who they want to be responsible of communicating them.
Remember that most of the information that staff members get will be those that relate to their jobs and responsibilities. This is the broad definition of the messages staff members need to know about; however, while information may vary from company to company, the following are the general messages you need to include in your internal communications strategy:
1. Any information that helps staff members understand their work, and helps them improve work processes.
Messages that have to do with information that employees need in order to do their jobs properly and efficiently should be communicated immediately by whoever is takes with relaying them. For example, important information about the needs and requirements of clients should be relayed to staff members who are working on projects for particular customers. Information that fall under this category also include new rules and regulations in the company, as well as guidelines and job descriptions.
2. Any information that affects working and employment conditions and statuses.
In order for an internal communications strategy to be effective, this type of information also has to be relayed immediately. The information that falls under this category include changes in job positions and working conditions, promotions, pay raises and potential layoffs. Communication regarding this type of information should occur before the situation happens, so that everyone is able to be part of the discussion and allowed a voice instead of simply being participants in the spread of rumors which could potentially be incorrect.
3. Any issues with job performances.
As soon as issues become apparent, make sure to communicate with the employee/s involved. Instead of simply being critical and giving your employees a sermon, converse with them through a supervisory session. Staff members should be informed regarding the issue or problem, and both manager and employee should decide to work together in order to solve problems and improve performances. Should the problem be too serious to be resolved, an employee should be dismissed and given a proper explanation for the firing.
4. Any problems that occur amongst staff members, and between the organization and employees.
An internal communications strategy can potentially be challenging to pursue if there is friction amongst staff members, or staff members feel a resentment towards the organization they are working for. While face-to-face, open and civilized conversations are, of course, ideal, the parties involved sometime cannot or are not willing to communicate. In such cases, it may be vital to have an appropriate mediator that both parties trust to help resolve issues as soon as possible before the friction and resentment affects their work, and their attitude towards the whole company. An HR staffer or manager can opt to mediate between parties involved.
5. Any important information that affects the company as a whole.
This information includes staff resignations, new programs, funding cuts or increases, the status of the company in the industry, and others. Messages such as these can be relayed face-to-face during meetings or even through internal company newsletters.
6. Positive information, such as inspiring words, acknowledgement and praise.
In as much as bad news should be relayed, positive information should also be prioritized. Take every opportunity to relay good news, send off positivity, and to give credit where credit is due. Acknowledgement and praise not only boosts employee morale, it also increases employee engagement and inspires others to be more proactive with their work.
