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Internal Relation

&

Employee Communication

Public Relation

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Purpose

y To examine the aspects of communication, e.g., downward,

upward etc.

y To leave people feeling somewhat confused

yTo start with common pitfalls in communication

y Then provide a range of items to enhance communications

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Objective

1. Developing effective connection between the different

units across the org.

2. Encouraging cooperation, empowering and teamwork

3. Exploiting synergies with external publics systems ofrelations

4. Enhancing performance-individual and global

5. Improving the quality of all decision-making and execution

processes

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Common causes of problems in

Internal Communication

y If I know, then every one must know it.

y We hate bureaucracy: We are lean and mean

y I told everyone, or some people, or.

y Did you hear what I meant for you to hears?y Our problems are too big to have to listen

y So whats to talk about

y Theres data and theres information

y If I need your opinion, Ill tell it to you

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Internal Public Represents

y The key resource for the companys success

y The key elements of production, marketing and sales process

y Active and pro-active subjects

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Key Principles to Effective Internal

Organizational Communication1.Too often, management learns the need for communication by having to

respond to the lack of it.

2. Effective internal communications start with effective skills incommunications, including basic skills in listening, speaking, questioning

and sharing feedback

3. Sound meeting management skills go a long way toward ensuringeffective communications, too

4. A key ingredient to developing effective communications in anyorganization is each person taking responsibility to assert when theydon't understand a communication or to suggest when and howsomeone could communicate more effectively.

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The process is based on seven building

blocks of effective internal communication

Actively EngageEmployees InThe Business

Leaders MustDrive

Communications

Focus OnDeeds Not

Words

Use Face-To-Face

Communications

CommunicateWith

EmployeesOpenly,

Frequently,And First

MeasureCommunication

Performance

Craft Clear,RelevantMessages

Performance

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The communication improvement

plan starts with best practices

Goal

Actively engage all

employees

Improve business

performance

Sites will implement a common communicationsprocess

Common activities

Overarching theme and key messages

Upgraded media tools and technology

Site Business Communications Integrators

Each sites process, capability and overall

effectiveness will be measured and tied to business

results

Business leaders will drive communications using

face-to-face meetings and WinningTogether

theme

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The internal communication process will be

measured and tied to business plan

objectives

Measurements

Communication

Plan In Support Of

Business Plan

Process

Capability

Process

Audit

Scorecard And

Insight

Generation

Problem

Resolution

Communicate

Messages

Overall

Effectiveness

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Communication Scorecard Outline

FrequencyActual Occurrences

Planned Occurrences

Content

Standards Eff ectiveness Score

Environmental

Survey

Total Score

(X) (X) (=) ____% NumberNumber____%

Common Process

Activity

Department/Team

Meetings

Diagonal Slice

Meetings

Newsletters/Written

Communications

Quarterly

Business Updates

State oftheBusiness

Meetings

Environmental

Score

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The frequency audit measures actual vs. planned

occurrences of each common process activity

Common Process

Activity

Department/Team

Meetings

Diagonal Slice

Meetings

Newsletters/Written

Communications

Quarterly

Business Update

State OfTheBusiness

Meetings

Minimum Level Planned Occurrences

(Inventory)

Monthly = 12

Each employee = 1

(execs w/ >100, monthly; execs with

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Each process activitys capabilities will be

based on specified attributes and

establish

ed goals

ExplodedView

ofStandards for

Department/TeamMeetings

Common Process

Activity

Department/Team Meetings

Attendance

Operations contentArea/Dept goals content

External content

Dialogue, Q&A time

100%

35%25%

10%

30%

Total

ContentStandards

Capability Goal

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Each process is measured by degrees-

from being informed - to taking action

0 = No business information available through this process

1 = Business information is barely available through this process

2 = Occasional reference to business goals in this process

3 = Business information is generally available in this process

4 = Dialogue is taking place regarding business issues in response to

this process

5 = This process helps explain how business goals affect employees

6 = Employees can describe how local leadership is involved in

supporting business goals as a result of this process

7 = Employees can articulate personal role in business issues

8 = Employees can explain what actions they personally need to take in

support of their locations business goals as a result of this process

9 = Employees can describe what actions they took to support business goals

as a result of this process

10 = Employee actions resulting from this process have improved

business performance

Communication Action

StrategyCorrelation

Information

Understanding

Commitment

Action

Business performanceimproves

Score/level of action taken by employee

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A communication scorecard for a

site could look like this

Common Process

Activity

Department/Team

Meetings

Diagonal Slice

Meetings

Newsletters/Written

Communications

Quarterly

Business Updates

State oftheBusiness

Meetings

FrequencyActual Occurrences

Planned Occurrences

Content

Standards Eff ectiveness Score

=4.3

=7.2

=4.3

=3.5

=4.5

Environmental

Score

Total Score

6.5

=30.3

80%

90%

75%

70%

90%

90%

100%

95%

100%

100%

6

8

6

5

5

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Scorecard

y Scorecard balances different elements (frequency, content,effectiveness and third-party surveys) to create credibility

yManagement has a measurement tool that they understand andaccept

yManagement drives the process and manages the measurement

y Scorecard facilitates implementation and improvements

y Communications people now have data to take to management not just feelings

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The math behind the single

communication scorecard-type metric

Notes: (1) Gathered from CC Integrator Process Evals & Standardized Work feedback: obtain general level of EE understanding of key information

Standardized

Work

Newsletters (Written

Communications)

Department & Area

Managers Meetings

State of Business

Meetings

Diagonal Slice

Meetings

Business Updates

(Satellite Broadcasts)

Actual Occurrences

PlannedOccurrences(Inventory & Audit)

Mechanism

CapabilityProcess

Effectiveness(1)Score

= __%Actual

PlannedMax = 10.0

Max = 10.0

Max = 10.0

Max = 10.0

Max = 10.0

Viewpoint Score

Total Score

Max = 10.0

Max = 60.0

Capability Goal Attain

Total (7Xi)/n = __%

0 2 4 6 8 10

= __ (number)

= __ (number)

= __ (number)

= __ (number)

= __ (number)

= __%Actual

Planned

= __%Actual

Planned

= __%Actual

Planned

= __%Actual

Planned

0 2 4 6 8 10

0 2 4 6 8 10

0 2 4 6 8 10

0 2 4 6 8 10

Capability Goal Attain

Total (7Xi)/n = __%

Capability Goal Attain

Total (7Xi)/n = __%

Capability Goal Attain

Total (7Xi)/n = __%

Capability Goal Attain

Total (7Xi)/n = __%

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Low scores on effectiveness should

generate insight and new business

and communications plans

Always do,regardless of

score

definecorrectiveaction

Identifycommon

processes thatdo not

meetthe standard

Developcorrective actionplantoaddress environmental issues.

involve site steeringcommittee

Prioritizethoseelements thatmakemost significantnegative

Impact oncommunicationeffectiveness

Putplans inplaceto maintain

goodcommunication

environment

Review survey and/or focusgroupdata. Identify

environmental elements thatcontributeto communication

effectiveness

Reviewviewpoint survey and/orfocus groupdata.Identify

environmental elements thatDoNot contributeto communication

effectiveness

Is theeffectiveness

score over or

under five?

Under Over

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Basic Structures to support effective IC

y Downward Communications

y Upward Communications

y Supervisor and Employee Communications

y Develop a Basic Communications Plan

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Downward Communications:

1. Ensure every employee receives a copy of the strategic plan

2. Ensure every employee receives an employee handbook

3. Develop a basic set of procedures for how routine tasks are conducted andinclude them in standard operating manual.

4. Ensure every employee has a copy of their job description and the organization

chart.5. Regularly hold management meetings (at least every two weeks

6. Hold full staff meetings every month to report how the organization is doing,major accomplishments, concerns, announcements about staff, etc.

7. Leaders and managers should have face-to-face contact with employees at leastonce a week.

8. Regularly hold meetings to celebrate major accomplishments.9. Ensure all employees receive yearly performance reviews, including their goals

for the year, updated job descriptions, accomplishments, needs forimprovement, and plans to help the employee accomplish the improvements.

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Upward Communications:

1. Ensure all employees give regular status reports to theirsupervisors.

2. Ensure all supervisors meet one-on-one at least once a month

with their employees3. Use management and staff meetings to solicit feedback. Do a

round table approach to hear from each person.

4. Act on feedback from others. Write it down. Get back to it

5. Respect the "grapevine." It's probably one of the most prevalentand reliable forms of communications. Major "movements" inthe organization usually first appear when employees feel it safeto venture their feelings or opinions to peers.

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Supervisor and Employee

Communications

y Have all employees provideweeklywritten status

reports to their supervisors.

y Holdmonthlymeetings with all stafftogether

y Holdweekly or biweeklymeetings with all staff

together

y Have supervisors meetwiththeir direct reports in

one-on-onemeetings everymonth

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Develop a Basic Communications Plan

1. What key messages do you want to convey?

2.To what key stakeholders do you want to convey the key

messages (e.g., consider clients, funders, community leaders,

service providers, etc.)?3. What's the best approach to reach each key stakeholder,

including who/how should the message be conveyed?

4. How will you know if you're reaching these stakeholders or not?

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The Basic Contents of Internal

Relationsy develop adequate information on company strategies, enabling associates to

effectively participate in the business development

y share information concerning results achieved in the different sectors

y provide regular, on-going business communication that is always timely, clearand adequate

y

use internal relations as a channel for collecting opinions and information fromall associates assuring spontaneity and freedom of expression

y provide timely information on introduction of innovative processes connectedto organizational, production, marketing, sales and financial aspects

y timely share information in all situations of emergency or crisis, so as to avoidemployees receiving incorrect or misleading information from the outside

y

assure monitoring for the management analyzing the opinions of the internalpublics on all those key factors that can influence the opinion of the externalpublics.

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Profile of the Internal Communication

Specialisty Evaluating the employees' perception of the enterprise referring to vision, mission and

values;

y Monitoring employees' communication needs related to all enterprise's

programs/issues;

y Assisting management in empowering all employees;

y Collecting and sharing information on the enterprise's products and services;

y Developing appropriate training programmes in order to provide skills for public

speeches, verbal and written communication and presentation techniques;

y Planning and handling appropriate interactive media activities to support internal

communication;

y Providing an immediate reply to any questions received from employees to achieve fullemployee satisfaction;

y Producing adequate information material to face whatever "Crisis situation

y Organizing special events for employees and their families, such as plant tours, special

celebrations, launch of new products and so on.

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THAN

Q