Internal Communications - Part 1

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Introduction to the discipline of internal communications, delivered to HR professionals from 15 African countries in February 2007

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
  • Conclusions

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?
  • Clear
  • Credible
  • Concise
  • Consistent
  • Constructive
  • and Timely
  • What good is internal communications?
  • Builds understanding
  • Promotes engagement
  • Reinforces values
  • Primes people for crises

6. Importance to HR

  • Dialogue
  • 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
  • Decision-making
  • 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

  • Audience
  • 47 people connected with HR
  • Timing
  • 25-30 January 2007
  • 80% response rate
  • Objectives
  • Understand HRs view of internal communications
  • Set a benchmark for improvement
  • Methodology
  • Online survey + qualitative/quantitative responses

10. Importance of internal communications 50% 100% 0% Very Important95%

  • Feedback:
  • 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%

  • Feedback:
  • 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

  • Feedback:
  • 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

  • Feedback:
  • 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%

  • Feedback:
  • 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%

  • Feedback:
  • 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?

  • Feedback:
  • Almost 60% are not aware of any strategy being in place
  • Consequences?

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
    • Intranet
    • 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?