Internal Communications Part 1 20045

7/28/2019 Internal Communications Part 1 20045

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Presentation titleDate 1

Internal Communications

Training Session

Part One

Piers SchreiberHR Academy - 6th February 2007


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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


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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


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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'mhelping to put a man on the moon."


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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


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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


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Relevance to ACE

2011

$30 billionGrowth

MD

HRD

TBA Elys TRAORE Laure DAMIBA

Business PartnerTraining &

Development

Resourcing

C&B

Pascal OUEDRAOGOBusiness Partner


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Relevance to ACE

By 2011 we aim to have a market capitalisation of $30billion, 70 million customers and $6 billion EBITDA

InternalMedia 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?


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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


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Importance of internal communications

50%

100%0%

Very Important

95%

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?


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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?


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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?


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Frequency of Communications

Daily

27%

Twice a week

11%

Weekly

19%

Fortnightly

11%

Monthly

32%

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?


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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


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Benchmarked against other Research


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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


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Responsibility in a Crisis

22

24

3

4

3

0 5 10 15 20 25 30

Managing Director

HR Director

Other ExCo Member

Internal Comms

Officer

Other 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?


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Internal Communications Strategy

Yes

41%

No

35%

I don't know

24%0%0%

Do you have a strategy?

Feedback:

Almost 60% are not aware of any strategy being in place

Consequences?


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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


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Challenges in Motivating Staff

Top challenges

Need for a clear career progression plan

Talent management Job descriptions

Need for a transparent reward & recognition systemFair salaries

Involvement of staff in decision-making

Sense of belonging & engagement

Clear internal communicationsCompany objectives Constructive leadership, especially on changes


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Most Needed Information

Top Information Needs

Change & Integration

Strategy and direction Organisational and policy changes

Company PerformanceCompanys progress against plan Competitive position

Personal Performance

Feedback on performance & career Best Practice

Examples from other Operations New developments in technology & sector


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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


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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 CDCirculate weekly update on

ExCo decisionsEffective management of a cascade

system to ensure ownership An Excellence Week to

showcase contributions to

global objectives

Recognition & celebration of

company, group and individual

performanceStrategy off-sites


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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?

Internal Communications Part 1 20045

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