STRATEGIC PUBLIC RELATIONS

BY KIM HARRISON

CHAPTER 15

INTERNAL COMMUNICATION

Presented By: LIA ISVENTIA

Subject :

Strategic Public Relations Planning

Id Student : : 15201102001

INTERNAL COMMUNICATION

Internal communication can help motivate,

build trust, create share identity and encourage

engagement; it provides a way for people to

express their emotions, share hopes and

ambitions and remember achievments.

INTERNAL COMMUNICATION

Communication is the basis for

individuals and teams to make

sense of their organisation,

what it is and what it means

( Berger, 2008)

INTERNAL COMMUNICATIONS

Internal communications and employee

communications mean the same thing ( Berger,

2008), Other equality valid terms for the fuction

are internal relations, internal communications,

employee relations, internal PR and staff

communication

GOALS OF EMPLOYEE COMMUNICATION

2. Employee Communication

4. Organisation Performance

Organisation’s

*Policies,procedures

*processes, systems

*rules, guidelines

*culture, norms

*formal traning, etc

1. Organisational Goals and objectives3. Employee Behaviour

The organisation must”perform”if

business goals and objectives are to

be achieved

By Assesing :

•Organisational goals,

objectives

•Organisational performance

•Employee behaiour

required, you can decide

how to communicate to

influence employee

behaviour

Employee’s

*skills

*competence

*knowledge

*beliefs, values

*habits, actions

*motivations

Organisational

performance depends on

the behavior of

employees

Employee behaviour is

influenced by organisational

and individual factors such as

these

COMMUNICATING BUSINESS STRATEGY

create ‘ line-of-sight’ between overall strategy, team

implementation and personal contribution

focus on relevance

create opportunity for employee

seek employee input about the content and process

build communication coaching and training managers

focus on eliminating layers of information from the strategy

process

lead with face-to –face communication and reinforce with

formal communication

spend time with leaders to ensure continuing alignment

with daily variables and the strategic direction ( anderson

&edmiston, 2006)

CHANNEL OF EMPLOYEE COMMUNICATION

Face to face communication ( interpersonal,

small group,Meeting, teleconference,

telephone contact, manager training sessions

Media print ( CEO letters, internal media

release

Internet ( website information, intranet

material, online bulletin boards, email,

socialmedia, blog

CHANNEL OF EMPLOYEE COMMUNICATION

0

10

20

30

40

50

60

1998-2009 1998-2003 2004-2009

face to face %

electronic %

print%

CREATE

PARTNERSHIP

WITH THE HR

DEPARTEMENT

BENEFITS ARE:

1. More effective achievement of PR goals and objectives

2. More status within the organisation

3. More value-creation for the organisation

4. More ooportunity to get involved in important strategic issues

5. Greater access to budgets for cross-functional projects

6. A chance to prove the worth of the PR group

EMPLOYEE ENGAGEMENT

Employee engagement

is commonly considered

to be’ discretionary

effort’ but it can also be

considered as

commitment as well as

discretionary effort (

Hay Group, 2010)

Engagement implies

knowledge of the

organisation’s vision,

mission, brand and

values; how to best

contribute in their

workplace role; and an

understanding of the

value of their

contribution (Gray, 2007)

EMPLOYEE ENGAGEMENT

The Sirota surveys ; main sets of

goals at work:

1. Equity

2. Achievment

3. Camaraderie

EMPLOYEE ENGAGEMENT

1. Corporate Values

2. Changing the culture

3. Unwritten gound rules

4. Employee loyalty

5. Employee recognition-an undervalued

communication tool

HOW TO CREATE MANAGERIAL

COMMUNICATION SKILLS?

Identify core competencies required

Conduct internal research to prove the case

Organise manager training in interpersonal

communication skils

HOW TO CREATE MANAGERIAL

COMMUNICATION SKILLS?

Five commons problems in employee communication:

1. Manager dictate to employees too much and listen too litle

2. Managers assume employees understand, agree with, care about, and act upun what the manager say

3. Too much content is of concern to managers, but not to other employees

4. Too much propaganda is communicated and doesnt confront the need for change

5. Managers, especially senior managers are too secretive.

COMMUNICATING TO CREATE

MAJOR CHANGE

Steps to successful change management :

1. Establish a sense of urgency

2. Create a powerful guiding coalition

3. Develop a clear vision and strategy

4. Communicate the change vision

5. Empower employees for broad-based action

6. Generate short-term wins

7. Consolidate gains

8. Anchor the new approaches in the culture

PERFORMANCE

MEASURES AND

EVALUATION OF

EMPLOYEE .

COMMUNICATION

Measurement

of employee

communication

1. Regular employee surveys and focus group feedback:

a. Good understanding and attitudes

b. Organisation’s behaviour is consistent with its vision

c. Managers and supervisors behaviour is consitent with its vision

d. If not,what aspects are inconsistent?

e. Do employees understand what behaviour is expected in contributing to the achievmentof the corporate vision?

f. What factors facilitate towards or militate against individual desired behaviours?

g. Check wether individual communication needs are being met.

PERFORMANCE

MEASURES AND

EVALUATION OF

EMPLOYEE .

COMMUNICATION

Measurement

of employee

communication

2. Audit employee communication activities

a. Employee knowledge of organisational goals and objectives

b. The climate for communication

c. How instructions area and communicated to employees

d. The accuracy and timeless of information

e. The effectiveness of interdepartmental communication

f. The extent to which employees believe their concern are listened to and take into account by management.

THE END

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