Five simple steps can help create a blueprint for success
There’s a widening gap in internal communications between what employees need to know and the ability of an organization to deliver that information. On one hand, communicating with employees is more difficult than ever due to the scope of workplace change, information overload, a more diverse workforce and globalization.
At the same time, there is an increasing need to communicate well with employees on corporate direction, new HR programs and policies, and events such as mergers and acquisitions. As increasing need meets with increasing challenge, a gap develops. HR professionals can help their companies close this gap by helping create a communication blueprint for the future. Five essential building blocks work together to create a new corporate communication culture.
Building block one: Internal branding
A company’s brand is its most important asset. The brand or promise helps to define in the consumer’s mind what makes a company, its product or service special. It’s what sets it apart from the competition. A company delivers the brand through its people. But for a business to do this well, all employees, regardless of role or level, need to understand what defines the brand.
Unfortunately, few companies take the time to communicate their brand promise to employees and how they expect them to deliver it. What usually occurs is that company policies and procedures are often in conflict with the firm’s marketing position.
Examples include promoting quality yet providing incentives on speed, or insisting on customer service excellence but offering little support or training.
HR can play an instrumental role in communicating the brand across the company and ensuring that internal polices and procedures agree with the promises being made externally.
Building block two: Structure
Organizational structure is a way to communicate to employees what is important to a company. An organizational chart outlines positions in a hierarchy and sends a strong message about what is valued and what isn’t. Most organizations have vice-president or director level positions for the areas of finance, marketing, production and human resources. Few have a vice-president or director of internal communication. If the job does exist it’s often at a junior level and grouped in with the human resources, marketing or public relations departments, and it’s hard to locate on the organizational chart.
In smaller companies it may not warrant assigning a senior person exclusively to the role. However, given the increasing complexity and importance of communicating today, many companies do need senior level attention for this function to provide the strategic thinking, implementation and accountability needed to do the job well.
Building block three: Manager competency
HR professionals know that the single most important source of information for employees is their manager. Managers can also be the biggest barriers to communication because of their power to influence what employees hear and see. Gaining their buy-in and support has an enormous impact on the ability of an organization to connect with employees. Yet, many companies continue to focus financial resources on the tools for sharing information — intranet, e-mail, televisions in the cafeteria — instead of on the communication competency of managers.
Managers need in-depth communication training, covering everything from how to handle difficult conversations with customers and employees, to giving a performance review, to making presentations.
Organizations that want to successfully manage communication at all levels in the company will invest in raising the skills and knowledge of the people who control it.
Building block four: Electronic tools
The intranet and e-mail are now so intertwined with working lives that despite their short history they’ve become indispensable. But a recent study in the U.S. indicates that 30 per cent of employees refuse to log-on to their company intranet because they can’t find what they need or it’s too difficult to use.
With e-mail, the dissatisfaction is even higher, as employees complain they receive too many. Compounding the frustration are irrelevant attachments and duplicate messages through other channels.
Another problem is both managers and employees defaulting to these tools instead of face-to-face communication.
These tools were created to improve communication. Used the right way they increase efficiency, flexibility and accessibility. Companies that want to close the communication gap will start by overhauling the intranet system and making sure that it works both as an information tool and a communication source. This means being simple, intuitive and fast. Introducing e-mail protocols and training will improve the way employees communicate with each other.
Building block five: Leadership support
This point seems obvious but the evidence suggests otherwise. For companies that truly want to improve communications, executive support is essential. Many CEOs speak publicly and passionately about their support for employee communication, but their actions fall short on the delivery.
Support for communication requires the following from senior leadership:
•Position: Someone has to own the communication function in the company. This person must have the skill, knowledge and the position to exercise authority at the leadership level.
•Dollars: Money talks and this is where true support is tested. Financial resources can usually be found to talk to customers, the media and shareholders, but employees are normally way down on the list. A reasonable budget has to be allocated to internal communication if the role is to provide value.
•Walk the talk: This is critical. Leaders, through their words and actions demonstrate what is important and valued in a company. They must support and become role models for the importance of communication. This can be achieved through a variety of ways such as introducing an open door communication policy, town hall meetings and a regular column from the company president in the employee newsletter.
Organizations are struggling with how to communicate effectively with employees. And, like any issue, there’s a cost to complacency. If companies want things like a common vision, consistent customer service, improved retention, quality products, then communication with employees is critical. Successful companies in the next few years will look at these building blocks as essential elements of their communication DNA.
Sandy French is the president of Northern Lights, a marketing and communication company. He can be reached (416) 593-6104, ext. 222 or [email protected].
At the same time, there is an increasing need to communicate well with employees on corporate direction, new HR programs and policies, and events such as mergers and acquisitions. As increasing need meets with increasing challenge, a gap develops. HR professionals can help their companies close this gap by helping create a communication blueprint for the future. Five essential building blocks work together to create a new corporate communication culture.
Building block one: Internal branding
A company’s brand is its most important asset. The brand or promise helps to define in the consumer’s mind what makes a company, its product or service special. It’s what sets it apart from the competition. A company delivers the brand through its people. But for a business to do this well, all employees, regardless of role or level, need to understand what defines the brand.
Unfortunately, few companies take the time to communicate their brand promise to employees and how they expect them to deliver it. What usually occurs is that company policies and procedures are often in conflict with the firm’s marketing position.
Examples include promoting quality yet providing incentives on speed, or insisting on customer service excellence but offering little support or training.
HR can play an instrumental role in communicating the brand across the company and ensuring that internal polices and procedures agree with the promises being made externally.
Building block two: Structure
Organizational structure is a way to communicate to employees what is important to a company. An organizational chart outlines positions in a hierarchy and sends a strong message about what is valued and what isn’t. Most organizations have vice-president or director level positions for the areas of finance, marketing, production and human resources. Few have a vice-president or director of internal communication. If the job does exist it’s often at a junior level and grouped in with the human resources, marketing or public relations departments, and it’s hard to locate on the organizational chart.
In smaller companies it may not warrant assigning a senior person exclusively to the role. However, given the increasing complexity and importance of communicating today, many companies do need senior level attention for this function to provide the strategic thinking, implementation and accountability needed to do the job well.
Building block three: Manager competency
HR professionals know that the single most important source of information for employees is their manager. Managers can also be the biggest barriers to communication because of their power to influence what employees hear and see. Gaining their buy-in and support has an enormous impact on the ability of an organization to connect with employees. Yet, many companies continue to focus financial resources on the tools for sharing information — intranet, e-mail, televisions in the cafeteria — instead of on the communication competency of managers.
Managers need in-depth communication training, covering everything from how to handle difficult conversations with customers and employees, to giving a performance review, to making presentations.
Organizations that want to successfully manage communication at all levels in the company will invest in raising the skills and knowledge of the people who control it.
Building block four: Electronic tools
The intranet and e-mail are now so intertwined with working lives that despite their short history they’ve become indispensable. But a recent study in the U.S. indicates that 30 per cent of employees refuse to log-on to their company intranet because they can’t find what they need or it’s too difficult to use.
With e-mail, the dissatisfaction is even higher, as employees complain they receive too many. Compounding the frustration are irrelevant attachments and duplicate messages through other channels.
Another problem is both managers and employees defaulting to these tools instead of face-to-face communication.
These tools were created to improve communication. Used the right way they increase efficiency, flexibility and accessibility. Companies that want to close the communication gap will start by overhauling the intranet system and making sure that it works both as an information tool and a communication source. This means being simple, intuitive and fast. Introducing e-mail protocols and training will improve the way employees communicate with each other.
Building block five: Leadership support
This point seems obvious but the evidence suggests otherwise. For companies that truly want to improve communications, executive support is essential. Many CEOs speak publicly and passionately about their support for employee communication, but their actions fall short on the delivery.
Support for communication requires the following from senior leadership:
•Position: Someone has to own the communication function in the company. This person must have the skill, knowledge and the position to exercise authority at the leadership level.
•Dollars: Money talks and this is where true support is tested. Financial resources can usually be found to talk to customers, the media and shareholders, but employees are normally way down on the list. A reasonable budget has to be allocated to internal communication if the role is to provide value.
•Walk the talk: This is critical. Leaders, through their words and actions demonstrate what is important and valued in a company. They must support and become role models for the importance of communication. This can be achieved through a variety of ways such as introducing an open door communication policy, town hall meetings and a regular column from the company president in the employee newsletter.
Organizations are struggling with how to communicate effectively with employees. And, like any issue, there’s a cost to complacency. If companies want things like a common vision, consistent customer service, improved retention, quality products, then communication with employees is critical. Successful companies in the next few years will look at these building blocks as essential elements of their communication DNA.
Sandy French is the president of Northern Lights, a marketing and communication company. He can be reached (416) 593-6104, ext. 222 or [email protected].
