SAF Internal Communications Strategy Communications Challenge In 2005, a staff survey was conducted at Saskatchewan Ag and Food to measure employee engagement. The results of the survey demonstrated a need for better internal communication between employees of various levels and locations. The survey also showed a need to inform employees of the department’s strategic plan, so that all employees were instilled with a sense of how their work contributes to the Saskatchewan Ag and Food’s overall goals and objectives. A communication plan is necessary to address the department’s Internal Communication needs. Strategic Communications Considerations SAF employees are part of a large, widely dispersed group with diverse communication skills and needs. A challenge exists in assessing those communication skills and needs, and providing information that addresses the knowledge and information gaps. There may be differing perceptions regarding what kind of information is necessary to pass on to employees. Budget considerations and current time constraints are ongoing concerns with regards to creating a sustainable internal communications plan. Research In general, survey results indicate that employees are happy with their work, with their contribution to the department, and the level of communication. However, as mentioned previously, a disconnect exists with regard to the ability to appreciate key messages, whether they stem from above or below. In comparison with overall Saskatchewan Public Service results, the Department scored significantly better in most areas of the survey. Key differences include areas with significantly higher ratings in: Leadership and Direction, Organizational Values and Behaviours, and Enabling Environment.  Research on the Communication Strategy included an initial meeting with Scott Brown, SAF Director of Communications, to discuss Internal Communications and the possibility of reviving the Insider Newsletter. Research interviews were conducted with Peter Mayne, Manager of Internal Communications, Farm Credit Canada (see attached PDF file), Wendy Johnson, Leader of Corporate Development and Public Affairs, SaskPower (see attached PDF file) and Josephine Bricic, Director of Internal Communications, SaskTel (see attached PDF file). A review of the information gathered from these interviews as well as a review of their respective print and online newsletters followed. A review of the employee survey and the previous internal communication strategy were conducted. Background research included a review of the old employee newsletter, the Insider, informal research on the general level of communication in the department. An online search provided some credible research on internal and organizational communication. Books, articles and manuals on Internal Communications were reviewed, including IABC’s “Inside Organizational Communication” by Al Wann. In addition, I contacted SAF’s Human Resources department for a possible joint collaboration on an Internal Communications Project.

Key Stakeholder Assessment ● SAF employees and management inside Regina/Saskatoon, and other Regional offices: ● employees in SAF offices are connected to SAFNet (our Intranet), and will have access to the

online newsletter. ● SAF employees and management outside Regina/Saskatoon and other Regional offices: ● A small proportion of employees are “off the grid”, so to speak, and are not connected to

SAFNet. They are, however, connected to SAF offices via email, and we would endeavour to reach them with an alternative version of the newsletter this way. For example, we could send them a small (file size) one-page email newsletter, based on the online version.

Communications Objectives ● Increase basic communication competencies across all levels of the department, including

such areas as listening, speaking, giving feedback. Boost the number of occasions good communications practices are used;

● Increase two way and face to face communication across all levels of the department. Increase the number of occasions two way and face to face communication take place;

● Increase the number of occasions that senior management discusses the department activities with staff;

● Ensure that the right messages are getting to the people who need it. Key Communications Messages ● SAF is committed to increasing the level of communication within the department; ● SAF is committed to sharing the department’s vision and shared values with its employees; ● SAF is responding to concerns in the most recent employee survey of declining levels of

communication in the department. Communications Action Plan ● Two way communication among staff could be improved by programs that link the Senior

Management Group to employees. Suggestions include:

○ opportunities for small groups of employees to go out for lunch with members of the SMG;

○ allowing members of the SMG to sit in as guests at employee meetings; and ○ creating an “Ask a question, Get an answer” program where employees can submit

questions to someone in the Senior Management Group via a website contact form or via a suggestion box (cafeteria?)

● The creation of an integrated Internal Communications website, perhaps on SAF’s intranet, SAFNet, which would include a Web newsletter version of the Insider, as well as helpful features and information on topics relevant to internal communications. Topics could include speaking, listening, giving feedback, dealing with hostile clients, public speaking, and hosting

effective meetings. ● The creation of a web-based Newsletter, an update of the Insider. The newsletter would

include regular features such as Health and Safety, a Diversity Committee Report, SAF People, a SAFNet Report, SAFSA Report, an Event Calendar, Branch and Regional Updates. The newsletter would be produced monthly, with new and timely information uploaded on a regular basis. Email bulletins would be sent when new information or issues are available. The online Insider newsletter must have a contact form so people can be in touch with the editor or editorial board, to express their opinion, or to submit newsletter ideas or content. This contact form webpage contributes to the goal of increasing two way communications.

● The creation of a print and web-based manual called Basic Communications Skills: Best Practices (top 10). The Internal Communications Project team should consult with communication expert(s), in association with HR and SMG to identify the top communication issues at SAF. The department should ensure this manual is a part of every employee’s Orientation Package.

Pilot Project The Internal Communications Project will study the possibility of including Web 2.0 technologies as a way to increase employee communication. High quality Podcasts (or SAFCasts) can be produced with the help of the Communications Department’s A/V Division. Issues or topics of the interviews would be concurrent with newsletter. For example, a communications consultant can interview someone on the Diversity Committee on their most recent newsletter topic. Consultants can also interview members of SMG on Management communications or directives, members of the OH&S Committee on the latest OH&S issue, SAFSA, SAFNet, Branch Directors, etc. The interviews can be recorded on high quality equipment and converted to MP3s, which will in turn be made available on the Insider Newsletter website. As part of this pilot project, the Internal Communications project team needs to conduct a survey to determine whether employees can or would use this Podcast technology. In order to receive messages from this channel, employees need the right technology, the interest, and a familiarity with Podcasting. Budget ● Eight person hours per week, divided between the Communications and Human Resources

Specialists assigned to the Joint Internal Communications Project; plus ● $3000 for printing and other related costs of the Basic Communication Manual; ● Total approximately $3,000 (not including employee time).

Evaluation ● Short and sweet yearly employee engagement surveys will be conducted, to assess increases in

Best Practices in Basic Communications and the level of knowledge of Saskatchewan Ag and Food’s overall goals and objectives;

● Employee feedback (informal); ● Employee evaluations and/or exit meetings; ● Web site statistics for both the Internal Communications Project and the Insider Newsletter.

Reports from website feedback.

1 Created by Simone Hoedel, March 28, 2007 

 SAF Communications Consultant