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STRATEGIC PUBLIC RELATIONS
BY KIM HARRISON
CHAPTER 15
INTERNAL COMMUNICATION
Presented By: LIA ISVENTIA
Subject :
Strategic Public Relations Planning
Id Student : : 15201102001
INTERNAL COMMUNICATION
Internal communication can help motivate,
build trust, create share identity and encourage
engagement; it provides a way for people to
express their emotions, share hopes and
ambitions and remember achievments.
INTERNAL COMMUNICATION
Communication is the basis for
individuals and teams to make
sense of their organisation,
what it is and what it means
( Berger, 2008)
INTERNAL COMMUNICATIONS
Internal communications and employee
communications mean the same thing ( Berger,
2008), Other equality valid terms for the fuction
are internal relations, internal communications,
employee relations, internal PR and staff
communication
GOALS OF EMPLOYEE COMMUNICATION
2. Employee Communication
4. Organisation Performance
Organisation’s
*Policies,procedures
*processes, systems
*rules, guidelines
*culture, norms
*formal traning, etc
1. Organisational Goals and objectives3. Employee Behaviour
The organisation must”perform”if
business goals and objectives are to
be achieved
By Assesing :
•Organisational goals,
objectives
•Organisational performance
•Employee behaiour
required, you can decide
how to communicate to
influence employee
behaviour
Employee’s
*skills
*competence
*knowledge
*beliefs, values
*habits, actions
*motivations
Organisational
performance depends on
the behavior of
employees
Employee behaviour is
influenced by organisational
and individual factors such as
these
COMMUNICATING BUSINESS STRATEGY
create ‘ line-of-sight’ between overall strategy, team
implementation and personal contribution
focus on relevance
create opportunity for employee
seek employee input about the content and process
build communication coaching and training managers
focus on eliminating layers of information from the strategy
process
lead with face-to –face communication and reinforce with
formal communication
spend time with leaders to ensure continuing alignment
with daily variables and the strategic direction ( anderson
&edmiston, 2006)
CHANNEL OF EMPLOYEE COMMUNICATION
Face to face communication ( interpersonal,
small group,Meeting, teleconference,
telephone contact, manager training sessions
Media print ( CEO letters, internal media
release
Internet ( website information, intranet
material, online bulletin boards, email,
socialmedia, blog
CHANNEL OF EMPLOYEE COMMUNICATION
0
10
20
30
40
50
60
1998-2009 1998-2003 2004-2009
face to face %
electronic %
print%
CREATE
PARTNERSHIP
WITH THE HR
DEPARTEMENT
BENEFITS ARE:
1. More effective achievement of PR goals and objectives
2. More status within the organisation
3. More value-creation for the organisation
4. More ooportunity to get involved in important strategic issues
5. Greater access to budgets for cross-functional projects
6. A chance to prove the worth of the PR group
EMPLOYEE ENGAGEMENT
Employee engagement
is commonly considered
to be’ discretionary
effort’ but it can also be
considered as
commitment as well as
discretionary effort (
Hay Group, 2010)
Engagement implies
knowledge of the
organisation’s vision,
mission, brand and
values; how to best
contribute in their
workplace role; and an
understanding of the
value of their
contribution (Gray, 2007)
EMPLOYEE ENGAGEMENT
The Sirota surveys ; main sets of
goals at work:
1. Equity
2. Achievment
3. Camaraderie
EMPLOYEE ENGAGEMENT
1. Corporate Values
2. Changing the culture
3. Unwritten gound rules
4. Employee loyalty
5. Employee recognition-an undervalued
communication tool
HOW TO CREATE MANAGERIAL
COMMUNICATION SKILLS?
Identify core competencies required
Conduct internal research to prove the case
Organise manager training in interpersonal
communication skils
HOW TO CREATE MANAGERIAL
COMMUNICATION SKILLS?
Five commons problems in employee communication:
1. Manager dictate to employees too much and listen too litle
2. Managers assume employees understand, agree with, care about, and act upun what the manager say
3. Too much content is of concern to managers, but not to other employees
4. Too much propaganda is communicated and doesnt confront the need for change
5. Managers, especially senior managers are too secretive.
COMMUNICATING TO CREATE
MAJOR CHANGE
Steps to successful change management :
1. Establish a sense of urgency
2. Create a powerful guiding coalition
3. Develop a clear vision and strategy
4. Communicate the change vision
5. Empower employees for broad-based action
6. Generate short-term wins
7. Consolidate gains
8. Anchor the new approaches in the culture
PERFORMANCE
MEASURES AND
EVALUATION OF
EMPLOYEE .
COMMUNICATION
Measurement
of employee
communication
1. Regular employee surveys and focus group feedback:
a. Good understanding and attitudes
b. Organisation’s behaviour is consistent with its vision
c. Managers and supervisors behaviour is consitent with its vision
d. If not,what aspects are inconsistent?
e. Do employees understand what behaviour is expected in contributing to the achievmentof the corporate vision?
f. What factors facilitate towards or militate against individual desired behaviours?
g. Check wether individual communication needs are being met.
PERFORMANCE
MEASURES AND
EVALUATION OF
EMPLOYEE .
COMMUNICATION
Measurement
of employee
communication
2. Audit employee communication activities
a. Employee knowledge of organisational goals and objectives
b. The climate for communication
c. How instructions area and communicated to employees
d. The accuracy and timeless of information
e. The effectiveness of interdepartmental communication
f. The extent to which employees believe their concern are listened to and take into account by management.
THE END
THANKYOU