Internal Communications - Part 2

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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 2

  • 1.Internal Communications Training Session Part Two Piers Schreiber HR Academy - 6 thFebruary 2007

2. Building the Skills

  • Principles of outside-in thinking
  • Checklist for internal communications
  • Two key tools:
    • Messaging Matrix
    • Q&A Construction
  • Scenario practice - workshop

3. Outside-In Thinking Seeing things from your customers point of view in this case your customer is the employee Strategy, Objectives, Policies, Benefits, Imperatives, Churn, Restructuring, Synergies, Yadda yadda yaddaMy job, my colleagues, my family, the future, opportunities, hopes & ambitions How do you bridge the gap? 4. Outside-In Thinking Bridging the Gap Useful Tactics

  • Empathy Select 3 positions in the company, pretend you are each person in turn and imagine 10 questions you would ask
  • Brainstorm Get 3 people together in a room or a secure chat-site and come up with 10 employee concerns in 10 minutes
  • Research Survey a sample of the employee base to understand their needs, interests, fears and especially how they prefer to be communicated to
  • Testing Once you think you have the right messages & language, run through them with an employee to test credibility

5. Outside-In Thinking Success lies not in the delivery. but in the reception Everything has been said before, but since nobody listens we have to keep going back and beginning all over again.(Andre Gide) Have you heard: Peter is now Office Head Have you heard: Peter is nowOff His Head 6. Checklist for Internal Communications

  • For every communication check that it is:
  • Clear
  • Concise
  • Credible
  • Consistent
  • Constructive

7. Checklist for Internal Communications

  • For every communication check that it is:
  • Clear
    • Have you removed all jargon?
    • Is there any ambiguity in the messages?
    • Can people read between the lines?
    • Are all technical terms explained?

8. Checklist for Internal Communications

  • For every communication check that it is:
  • Concise
    • Is there anything you can remove?
    • Can you shorten any sentences or paragraphs?
    • Have you limited yourself to delivering the agreed key messages?
    • Have you succeeded to illustrating your point?

9. Checklist for Internal Communications

  • For every communication check that it is:
  • Credible
    • Does your message make sense?
    • Is there anything that might undermine your message?
    • Have you checked the facts?
    • Have you tested the message with an employee?

10. Checklist for Internal Communications

  • For every communication check that it is:
  • Consistent
    • Is the message in line with previous messages?
    • Are you using the right kind of language?
    • Does the message fit with audience perceptions?
    • Is the message internally consistent?

11. Checklist for Internal Communications

  • For every communication check that it is:
  • Constructive
    • Have you delivered a new piece of information?
    • Is it expressed positively and actively (no passives)?
    • Have you linked it to the strategic goals?
    • Does the message have a human voice?

12. Key Tool: Message Matrix

  • A tool for managing internal communications:
  • Agree key messages
  • Understand target audiences
  • Select appropriate channels
  • Share tasks among communicators
  • Monitor effectiveness of delivery

13. Key Tool: Message Matrix The ACE programme is our global growth strategy ACE will mean significant changes in the way we do business in Africa If we successfully execute ACE we will emerge as a Top 10 global player Management Local JG 6-8 Junior Staff Contractors Union / Works Council Community Partners Intranet All staff meeting Team meeting Email Letter Q&A session Newsletter Message Channel Audience Sample template 14. Key Tool: Message Matrix The ACE programme is our global growth strategy ACE will mean significant changes in the way we do business in Africa If we successfully execute ACE we will emerge as a Top 10 global player Management Local JG 6-8 Junior Staff Contractors Union / Works Council Community Partners Intranet All staff meeting Team meeting Email Letter Q&A session Newsletter Message Channel Audience Sample completed matrix 15. Q&A Construction The Q&A is a key component of successful messaging

  • Test robustness of message
  • Prepare executives for effective delivery
  • Think through all likely scenarios
  • Demonstrate understanding of audience concerns
  • Dynamic tool grows with feedback
  • Keeps everyone on the same page
  • Supports internal communication checklist

16. Q&A Construction Tips

  • Cluster Q&As into themes
  • Keep key messages by your side as you prepare them
  • Test credibility with a reliable partner
  • Differentiate between Q&A (private) and FAQ (public)
  • Keep answers clear, concise, consistent, constructive
  • Update based on feedback & share
  • Always empathise with employees

17. Group work - Scenarios

  • What is a Scenario
  • A description of a possible future
  • The Task
  • Imagine the details of the scenario
  • Itemise the greatest concerns among employees
  • Create 3 key messages
  • Build them into a message matrix
  • Construct 8 questions & 8 answers
  • Verify using the internal communications checklist

18. Group work 5 Scenarios

  • Scenario One
  • MTC has bought a rival company in your market and plans to merge both companies into one
  • Scenario Two
  • After three quarters of poor results, your MD announces that he is going to leave the company
  • Scenario Three
  • Anti-government rebels have seized a town, destroyed all the mobile masts in the area and issues demands to the government and to Celtel
  • Scenario Four
  • State investigators have arrived at your office and started taking boxes of files away from the Finance Department
  • Scenario Five
  • Technical staff have gone on strike demanding better pay and conditions
  • Scenario Six
  • Management has decided that it needs to cut 10% of the workforce