This book provides a background to both theory and practice in one place.
The book argues that internal communication should be seen as a strategic management function; one that has the potential to radically improve both organisational effectiveness and employee satisfaction at work.
Stakeholder model
An Internal Communication Matrix can be used to supplement other forms of internal situational analysis and as an analytical tool which may be applied to the strategic analysis, planning and evaluation of internal communication.
Planning
A RADAR model of planning emphasizes research, assessment, decision-making, action and reviews.
Tone of voice
There are six principles to get the advantages of clear communication - and each has specific techniques to help you achieve your objectives: focus on the audience, set a clear goal, get the tone right, use words that have a clear meaning, structure the communication to make your point, adapt to the medium.
Social media
With a plethora of different tools and techniques emerging almost every week, approaches to using digital and social media for internal communication are simplified into three general approaches. Written and spoken – email, intranet, blogs, wikis, podcasts, visual – intranet TV, vodcasts, media sharing, and experiential – web 3D, virtual worlds.
The role
Rather than diminish internal communication, the demand for change and greater employee engagement makes it a more strategic, demanding and rewarding function. In many organisations, internal communication has adopted the role title familiar in HR – ‘business partner’ - but what does this mean in practice and how can it work?
The role of the internal communicator - Ann Pilkington
This chapter suggests a role for internal communication practitioners as transformational leaders in organisations. Some management commentators maintain that most projects fail to deliver promised outcomes due largely to faulty communication. Seen in this light, internal communication will become increasingly important in the next decade and the role of internal communicators as business partners is explored.
Social media and enterprise 2.0 - Francesco Furnari
This chapter reviews current thinking in using social media for internal communication and the development of Enterprise 2.0. The chapter explores thinking about social media and the way it is changing both internal communication and the organisation. A converged media approach is introduced that combines the written/spoken word with visual and experiential approaches.
Tone of voice - Ellen Hake
This chapter looks at tone of voice. Not only does the internal tone of voice need to match external communications, it should also reflect the desired culture of the organisation. The chapter includes six key steps to effective communication; focus on the audience, set a clear goal, use the right tone, use words that have a clear meaning, find the right structure, and adapt to the medium.
Creativity, strategic thinking and planning - Kevin Ruck
This chapter focuses on planning models and includes a brief review of creative problem solving, setting objectives, targeting employee groups and strategic thinking. The emphasis in the chapter is on identification of the real problem or situation and the development of relevant, measurable communication objectives. Much of the strategic planning process follows from the time taken to complete these steps.
Research and analysis - Paul Noble
This chapter is a guide on conducting research and analysing the situation. This is an important aspect of internal communication that is often neglected. The chapter introduces communication audits as the starting point for all communication campaigns and continues with a more detailed discussion of research methods. This includes a section on primary research with useful pointers on how to prepare questionnaires and conduct interviews and focus groups.
Rethinking internal communication - Mary Welch
This chapter debates the nature of internal communication and defines it in terms of four dimensions: line management; team peer; project peer and internal corporate communication. It concentrates on the fourth of these dimensions which relates to communication between senior managers and employee stakeholders. It argues for a stakeholder approach and presents the Internal Communication Matrix, an analytical tool which may help in strategic analysis, planning and evaluation.
Employee engagement - Kevin Ruck
This chapter explores employee engagement and the discussion covers the report for the UK government on this topic that was produced in 2009. Drivers and enablers for employee engagement are reviewed and the link between engagement and performance is analysed. Further links to theories of social and communication capital are made and the concept of communication constituting organisation is introduced.
Communication theory - Kevin Ruck
This chapter provides a basic background for understanding communication in its broadest sense. Theories discussed include attribution theory, social exchange theory and cognitive dissonance theory. An understanding of communication theory is fundamental for people working in internal communication, as it is often too easy to forget how a briefing or a video might be received and answer the “what is in it for me” question of the employee.
Management: from command and control to the edge of chaos - Kevin Ruck
This chapter provides an overview of management theories, such as systems theory and chaos and complexity theory. It takes the reader on a journey from command and control approaches to the edge of chaos. This provides internal communicators with the knowledge to contextualise communication, but more importantly enable internal communicators to employ communication techniques that support the changes that organisations undertake.
Organisational culture - Donna McAleese
This chapter provides an overview of organisational culture. Internal communication is a function that takes place within organisations, so this is where the theoretical focus starts. Culture impacts on how internal communication is practised and internal communication can, and does, impact on culture. Organisational culture is defined and Schein’s Model of Culture Analysis is reviewed. The chapter also discusses culture change and culture as a management tool.
Preface
This book is both a companion for Chartered Institute of Public Relations qualifications in internal communication and a general introduction to the fast developing fields of internal communication and employee engagement. It is relevant to people currently working in these areas, from either a corporate communication or human resources background, and also to operational managers seeking a better understanding of internal communication.
Exploring Internal Communication is both a companion for Chartered Institute of Public Relations qualifications in internal communication and a general introduction to the fast developing fields of internal communication and employee engagement.
It is relevant to people currently working in these areas, from either a corporate communication or human resources background and also to operational managers seeking a better understanding of internal communication. From the outset the book takes the view that internal communication and employee engagement are closely linked.
The book emphasises that there is no magic internal communication “silver bullet”. Instead it aims to provide a basic grounding in theory and practice that can be used to tailor effective internal communication to the enormously varied organisational situations that exist. It is, however, written from a perspective that argues that effective internal communication puts the employee at the centre of the organisation and that genuine, honest, two-way dialogue forms the basis of effective, strategic, practice.