Internal Communications - Part 1
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Transcript of Internal Communications - Part 1
- 1.Internal Communications Training Session Part One Piers Schreiber HR Academy - 6 thFebruary 2007
2. The Agenda
- Part One: Setting the Scene
- What is Internal Communications?
- Why is it important to HR?
- How does it fit with ACE objectives
- Survey results - workshop
- Part Two: Building the Skills
- Principles of outside-in thinking
- Checklist for internal communications
- Two key tools: Messaging Matrix + Q&A
- Scenario practice - workshop
- Part Three: Avoiding the Pitfalls
- Spotting the errors
- Corrective strategies
3. Setting the Scene
- What is internal communications?
- Strategic management of information flows to ensure the optimal level of employee engagement
- Top-down, bottom-up, side-to-side communications harnessed as a means of delivering messages, listening to concerns and motivating staff
- Reinforces the vision, values and culture among employees, who can then communicate it to internal & external audiences
4. Setting the Scene President Kennedy once visited a NASA site and met a janitor.Kennedy asked the janitor, "And what's your job?"The reply was, "Mr. President, I'm helping to put a man on the moon." 5. Setting the Scene
- What is good internal communications?
- and Timely
- What good is internal communications?
- Builds understanding
- Promotes engagement
- Reinforces values
- Primes people for crises
6. Importance to HR
- Open dialogue between staff & upper management
- Facilitates flow of information through organisation
- Crisis & Change
- Channels in place in disseminate critical information
- Credibility in delivering messages
- Access to employee input improves decisions
- Promotes inclusivity greater buy-in to decisions
7. Relevance to ACE 2011 $30 billion Growth $6 billion 70 million Confusion MD HRD TBA Elys TRAORE Laure DAMIBA Business Partner Training & Development Resourcing C&B Pascal OUEDRAOGO Business Partner 8. Relevance to ACE By 2011 we aim to have a market capitalisation of $30 billion, 70 million customers and $6 billion EBITDA Internal Media Investors
- What does it mean for me?
- Why should I care?
- What role do I play?
- How do I know if we are on course?
- Whos who?
- Whats next?
9. The Survey
- 47 people connected with HR
- 25-30 January 2007
- 80% response rate
- Understand HRs view of internal communications
- Set a benchmark for improvement
- Online survey + qualitative/quantitative responses
10. Importance of internal communications 50% 100% 0% Very Important95%
- Everyone sees internal communications as important
- Sets scene for evaluation of performance
Quite Important 5% In your opinion how important is internal communications to the success of an organisation? 11. Performance of OpCo in Internal Comms? 50% 100% 0%
- Only 5% said it was managed very well
- About half gave positive responses
- 10% had no opinion
Positive 52% 48% Negative How well do you feel internal communications is managed within your OpCo? 12. Quality of HQ-OpCo communications? 100% 0% Positive 33% 66% Negative
- 48% said it was managed poorly or very poorly
- 19% gave no opinion- presume negative
- 31% said it was adequate
How well is internal communications managed between HQ & your OpCo? 13. Frequency of Communications
- In a third of the operations staff receive messages from the management only once a month
How often do your employees receive messages from management? 14. Internal Communication Channels Email Letter Team Meeting All staff mtg Newsletter Conf. Calls Other* 1 2 3 4 5 6 7 46% 2% 17% 21% 5% 4% 4% Current Use of Channels Email Letter Team Meeting All staff mtg Newsletter Conf. Calls Other* 1 2 3 4 5 6 7 29% 2% 30% 31% 4% 0% 6% Most Effective Channels * Intranet, social events/awards, memoranda * Celtel People, Intranet, Q&A Sessions,Memoranda, Notice boards etc 15. Benchmarked against other Research 16. Dedicated Internal Comms Resource Dedicated Resource Partial Resource No Resource 26% 26% 54%
- A quarter of OpCos have no focus on internal communications
- Partial resource may reflect size of operation & priority
17. Responsibility in a Crisis 5% 7% 5% 43% 40%
- Responsibility shared between MD and HRD
- Need definition of strategic and tactical execution
In the event of a crisis who would take responsibility for internal communications? 18. Internal Communications Strategy Do you have a strategy?
- Almost 60% are not aware of any strategy being in place
19. Tools for Promoting Dialogue Suggestions Box 1 2 3 4 5 6 7 25% Tools to Encourage Dialogue Team Meetings 36% Other* 14% Intranet Forum 9% Live Q&A 8% HR Clinic 4% Brown Bag Lunches 4% * Employee surveys, town halls meetings, open door, Bus Partnering 20. Challenges in Motivating Staff
- Top challenges
- Need for a clear career progression plan
- Talent management
- Job descriptions
- Need for a transparent reward & recognition system
- Fair salaries
- Involvement of staff in decision-making
- Sense of belonging & engagement
- Clear internal communications
- Company objectives
- Constructive leadership, especially on changes
21. Most Needed Information
- Top Information Needs
- Change & Integration
- Strategy and direction
- Organisational and policy changes
- Company Performance
- Companys progress against plan
- Competitive position
- Personal Performance
- Feedback on performance & career
- Best Practice
- Examples from other Operations
- New developments in technology & sector
22. Wish List for Improvements
- Top Improvements
- Better internal communications
- Dedicated resource supported by clear strategy
- Commitment throughout organisation to focus on it
- Timely response to employee concerns & changes
- Culture of openness
- More frequent all staff & team meetings
- Wider range of channels/forums for feedback & debate
- Tools & Practices
- System for instantaneous global updates
- Focus on clear, direct & honest communications
23. Best Practice Examples EXCO WALKING ABOUT Monthly all staff meetings Equal attention to bottom-up and top-down communications The more time taken to explain, the better the result Regular cross-functional meetings All policies on a CD Circulate weekly update on ExCo decisions Effective management of a cascade system to ensure ownership An Excellence Week to showcase contributions to global objectives Recognition & celebration of company, group and individual performance Strategy off-sites CEO visibility 24. Group work
- Three Tasks
- How do the conclusions relate to your experience of Internal Communications within Celtel?
- What are the top three priorities we need to fix?
- What solutions would you propose to fix them?