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1. Build the case for internal communication
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- Demonstrate the impact of internal communication (especially when the need is to engage people intellectually, emotionally and to change behaviour)
- Find best practice examples – ideally from peer group organisations
- Be clear about what is driving the need for better communication – operational efficiencies; customer satisfaction; organisational change?
- Equally, be honest about what happens if you do nothing – is there sufficient desire/need in the organisation to justify the investment and effort?
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2. Define and agree communication principles
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- Principles and standards are essential to set the ‘benchmarks’ of quality against which all communication should be measured. They provide a guide to the style, tone and manner of communication – all of which need to reflect the organisation’s values
- Decide what criteria matters most – relevancy, openness, accessibility, timeliness etc.
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3. Set the objectives
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- These should be few in number but need to be specific, measurable and realistic
- They must be directly and explicitly linked to the overall business goals and strategy.
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4. Determine core messages
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- Decide what the key messages are that people need to understand and buy into.
- Be clear about what it is you are trying to say, the benefits to those you are saying this to and what action you are seeking as a result
- Make sure external and internal are aligned.
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5. Understand the audience
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- The one-size fits all approach is increasingly inappropriate – who are your key internal audiences; how should they be grouped?
- What are their respective communication preferences – channel/style etc? What are their communication needs?
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6. Match media to your market
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- Explore all possible communication vehicles (existing and new) that could be used to get the message across to the different audiences
- For each specify: role, objective, style, message type, measures.
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7. Map out the activity plan
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- This is the programme of integrated internal communication that is required to achieve the communication objectives
- It should specify, as a minimum, details of all communication activity, owner, timing, support required, key milestones and interdependencies.
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8. Measure the impact
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- Establish the desired outcomes from the communications activity, and develop suitable approaches to monitor their effect (e.g. surveys, interviews, counting the number of responses/requests, follow-up calls a few weeks or months later etc.)
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9. Review the timeline
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- Ensure activity is in sync with the business cycle and key milestones, and practical in terms of time/resource allowed for effective delivery.
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10. Secure buy-in
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Key players in this process, and whose demonstrable support is essential are….
- The ‘owner’ of the strategy and plan at senior level – who is this – who should it be? What do you want them to do in developing the strategy and ensuring it is implemented and reviewed?
- The ‘budget holder’ – their commitment is vital to ensure internal communication is seen as a useful and justifiable business process on which to spend resources
- The ‘deliverer/s’ of the strategy – the role, responsibility and accountability of each
- The ‘recipients’ – test and refine the planned approach before you go live.
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