Internal Communications Planning Checklist

Developed by Thinktwice Communications

Getting Started

This tool is designed to help program managers and leaders to develop and execute communications plans and materials

You should use this tool if you have a program or event you want to communicate about with your employees

Depending on the scope of the program, you can also contact the Internal Communications team for additional counsel and/or support

Planning Checklist

1. Define your objectives2. Answer key questions3. Confirm positioning & messaging4. Develop tactical plan5. Execute

Start with Goals…not Tactics

Before you think about any tactics you should answer a number of basic questions about your initiative or program

The first questions you should ask focus on whether you should even be communicating at all (as detailed on the next page)

Once you confirm the need and value of communicating on a particular topic, additional questions will help you answer how you should reach out and what you should communicate

A Planning Framework

IS IT WORTH DOING? What is the potential risk of benefit involved? What is the importance and urgency of this campaign? Do we have the necessary resources to execute a plan?

WHY ARE WE DOING IT? What is the purpose of this outreach or plan? What problem are we

trying to solve? What specific communications purpose does this support: inform,

convince, inspire, direct, reward/recognize, support? What do we want/need team members to do? What is the desired

action or outcome? What’s in it for team members? For the company? For external

stakeholders? How does this help team members do their jobs? Achieve corporate

objectives?

WHAT IS THE CONTEXT? How does this link to key corporate priorities or initiatives? How does this fit with other communication campaigns? Any relevant research or feedback to consider? What is the status/scope of existing communications on the topic?

HOW WILL WE IMPLEMENT THE PLAN? How can/should we segment the employee audience? What are the best vehicles and channels to reach them? How will the plan be developed, coordinated and executed? Who will fund (and approve) the required resources? How will we measure the outcome or impact of our program?

Strategic Analysis

Tactical Planning

An Important First Question: Should you Communicate or Not?

What is the potential risk or benefit involved? Is there a clear problem or issue we are trying

to solve? What is the importance and urgency of this

campaign? Is communications critical to the success of

the program? Do you have the necessary resources to

execute a plan? Is it possible – or likely - the information or

materials will be negatively received? Will this communication add to the “noise” or

provide relevant and valuable information to employees?

The fact that a program or event is occurring is not in itself a reason to communicate that information to employees. Program managers need to confirm the information is relevant, that it’s important to the success of the program (and the company) and that it has a chance to be resonant and impactful with employees.

Defining the Objectives:Why are we Doing This?

What is the purpose of this outreach or program? What specific problem(s) are you trying to address? What specific communications purpose does this

support: inform, convince, inspire, direct, reward/recognize, support?

What do we want/need team members to do? To know? To believe? What is the desired action or outcome?

What’s in it for team members? For the company? For external stakeholders?

How does this help team members do their jobs? Achieve corporate objectives?

What are implications for employees beyond job

impact?

Confirming the Positioning: What is the Context?

What is the rationale for this program or announcement?

How does this initiative link to other corporate priorities?

How does this fit with other communication campaigns?

Is there any relevant research or feedback to consider?

What is the status/scope of existing communications on the topic?

Are there existing messages or guidelines you should consider?

Is your plan consistent with broader company positioning?

Confirming the Positioning: Developing a Message Platform

• Program highlights

• Rationale

• Implications

• Benefits

• Risks

• Type of information

• Metrics

• Next steps

Message Diligence Questions

Positioning “The Story”

Message Platform (proactive script, FAQs)

Tactical Plan

Briefing Materials (toolkit)

Developing the Tactical Plan: How will you Execute?

How can/should you segment the employee audience? What are those segment preferences, attitudes and

demographics? What are the best vehicles and channels to reach them? What is the most persuasive message or proof point you can

use for each segment? What type of information or message are you trying to share?

Is it complex or straight-forward? Will it raise questions or concerns? Is it factual or emotional in nature?

How will the plan be developed, coordinated and executed? (Will it require a cross-functional team or specialized support?)

Who will fund (and approve) the required resources? How will you measure the outcome or impact of our program?

Key Tactical Considerations

Timing – How long should your communication outreach last? Should it have phases? Is it a one-time announcement or long-term campaign?

Volume – How prominent should your outreach be? Where does it fit with the overall corporate mix?

Frequency - Does the information require frequent repetition or evolving messaging?

Channels – What communication methods best suit the information you are trying to convey and behaviors you are seeking? Does it require detailed explanation or training? Is it complex or thematic? Should you emphasize face-to-face, collateral and/or digital content?

Feedback – How will you collect and address employee questions or comments? Do you anticipate much reaction?

Globalization – Will your audience include disparate global

regions – and different languages?

Typical Tactical Plan Elements

Key considerations: Objectives Positioning (themes and messages) Audiences (including segments) Communication vehicles & tools Key communicators (roles & responsibilities) Calendar of events Design/Visuals Evaluation metrics (definition of success) Budget/Resources Governance/responsibilities Next steps (e.g. approvals) Project logistics & management (e.g. creating teams, booking

meetings)

Developing a Tactical Plan:Example of Segmentation Grid

Global Team (Core

Platform)

Senior Leadership

Executives Managers Front-Line Employees

Remote Employees

Specific Divisions or Locations

Objectives

Messages

Tactics

Logistics (e.g. cost)

Metrics

Customize global plan to drive relevance across various internal segments

Finally…A Reality Check

Is this a change management exercise that requires new programs, policies or incentives that go beyond communications?

What is a realistic timeline to achieve these changes?

What is the gap between your reality and your aspiration?

Ultimately, can communications really drive or support the results or change you are looking for?

Culture

Training

Recognition Evaluation

Incentives

Communications

Peers

Employees

What will drive employee behavior change?

Strategy

Structure

People

Process