INTERNAL COMMUNICATIONS

The employees are the key to the functioning of an organization. The organizations’ management has to maintain good relations with them. For this they must communicate effectively with them. An effective internal communication structure has to be developed
by the organization.

The internal communication must also be assessed properly. The management must conduct proper communication audit. Based on the audit results, communications professionals can design the right program for the organization. E.g. Starbucks Coffee Co. and Kinko’s Inc. hired outside consultant to conduct internal communication audit to identify strengths and weaknesses. Effective internal communications must reinforce the belief in the employees that they are important to the organization.

€ommon Causes of Problems in Internal Communications

If I know it, then everyone must know it.

Perhaps the most common communications problem is managements' (leaders' and managers') assumption that because they are aware of some piece of information, than everyone else is, too. Usually staff aren't aware unless management makes a deliberate attempt to carefully convey information.

We hate bureaucracy -- we're "lean and mean."

When organizations are just getting started, their leaders can often prize themselves on not being burdened with what seems as bureaucratic overhead, that is, as extensive written policies and procedures. Writing something down can be seen as a sign of bureaucracy and to be avoided. As the organization grows, it needs more communications and feedback to remain healthy, but this communication isn't valued. As a result, increasing confusion ensues -- unless management matures and realizes the need for increased, reliable communications.

I told everyone, or some people, or ...?

Another frequent problem is managements' not really valuing communications or assuming that it just happens. So they're not aware of what they told to whom -- even when they intended for everyone to know the information.

Did you hear what I meant for you to hear?

With today's increasingly diverse workforce, it's easy to believe you've conveyed information to someone, but you aren't aware that they interpreted you differently than you intended. Unfortunately, you won't be aware of this problem until a major problem or issue arises out of the confusion.5. Our problems are too big to have to listen to each other!
Particularly when personnel are tired or under stress, it's easy to do what's urgent rather than what's important. So people misunderstand others' points or understand their intentions. This problem usually gets discovered too late, too.

So what's to talk about?

Lastly, communications problems can arise when inexperienced management interprets its job to be solving problems and if they're aren't any problems/crises, then there's nothing that needs to be communicated.

There's data and there's information.

As organizations grow, their management tends to focus on matters of efficiency. They often generate systems that produce substantial amount of data -- raw information that doesn't seem to really be important.

If I need your opinion, I'll tell it to you.

Lastly, communications problems can arise when management simply sees no value whatsoever in communicating with subordinates, believing subordinates should shut up and do their jobs.

According to Towers Perrin’s survey, effective communication must include the following elements:

· Open and honest exchanges of information.
· Clear and easy to understand materials.
· Timely distributions
· Trusted Sources
· Two-way feedback systems
· Clear demonstrations of senior leadership’s interest in employees.
· Continual improvements in communication.
· Consistent messaging across sources.


Effective Internal Communication Program

In order to ensure effective internal communication, the firm must

· Time for face-to-face meetings.
· Communicate Online
· Create Employee-oriented publications.
· Communicate visually
· Focus on internal branding
· Consider the company grape-vine.

Whether planning your internal or external communications efforts, it helps a great deal to develop a communications plan, either informally or formally. For example, consider:

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?

Reference:

Corporate Communication, Paul. A. Argenti, Fourth Edition

Links:

http://www.managementhelp.org/mrktng/org_cmm.htm