Presentation title Date 1
Internal CommunicationsInternal Communications
Training SessionTraining SessionPart TwoPart Two
Piers SchreiberPiers SchreiberHR Academy - 6HR Academy - 6thth February 2007 February 2007
2
Building the Skills
• Principles of outside-in thinking
• Checklist for internal communications
• Two key tools:• Messaging Matrix• Q&A Construction
• Scenario practice - workshop
3
Outside-In Thinking
Seeing things from your customer’s point of view…
…in this case your customer is the employee
Strategy, Objectives, Policies, Benefits,
Imperatives, Churn, Restructuring, Synergies, Yadda yadda yadda…
My job, my colleagues, my family, the future, opportunities, hopes & ambitions…
4
Outside-In Thinking
Bridging the Gap – Useful Tactics
• Empathy – Select 3 positions in the company, pretend you are each person in turn and imagine 10 questions you would ask
• Brainstorm – Get 3 people together in a room or a secure chat-site and come up with 10 employee concerns in 10 minutes
• Research – Survey a sample of the employee base to understand their needs, interests, fears and especially how they prefer to be communicated to
• Testing – Once you think you have the right messages & language, run through them with an employee to test credibility
5
Outside-In Thinking
Success lies not in the delivery….
…but in the reception
‘Everything has been said before, but since nobody listens we have to keep going back and beginning all over again.’ (Andre Gide)
“Have you heard: Peter is now Office Head”
“Have you heard: Peter is now Off His Head”
6
Checklist for Internal Communications
For every communication check that it is:
• Clear
• Concise
• Credible
• Consistent
• Constructive
7
Checklist for Internal Communications
For every communication check that it is:
• Clear
• Have you removed all jargon?
• Is there any ambiguity in the messages?
• Can people read between the lines?
• Are all technical terms explained?
8
Checklist for Internal Communications
For every communication check that it is:
• Concise
• Is there anything you can remove?
• Can you shorten any sentences or paragraphs?
• Have you limited yourself to delivering the agreed key messages?
• Have you succeeded to illustrating your point?
9
Checklist for Internal Communications
For every communication check that it is:
• Credible
• Does your message make sense?
• Is there anything that might undermine your message?
• Have you checked the facts?
• Have you tested the message with an employee?
10
Checklist for Internal Communications
For every communication check that it is:
• Consistent
• Is the message in line with previous messages?
• Are you using the right kind of language?
• Does the message fit with audience perceptions?
• Is the message internally consistent?
11
Checklist for Internal Communications
For every communication check that it is:
• Constructive
• Have you delivered a new piece of information?
• Is it expressed positively and actively (no passives)?
• Have you linked it to the strategic goals?
• Does the message have a ‘human’ voice?
12
Key Tool: Message Matrix
A tool for managing internal communications:
• Agree key messages
• Understand target audiences
• Select appropriate channels
• Share tasks among communicators
• Monitor effectiveness of delivery
13
Key Tool: Message Matrix
The ACE programme is our global growth strategy
ACE will mean significant changes in the way we do business in Africa
If we successfully execute ACE we will emerge as a Top 10 global player
Man
agem
ent
Loca
l JG
6-8
Juni
or S
taff
Con
trac
tors
Uni
on /
Wor
ks
Cou
ncil
Com
mun
ity
Par
tner
s
IntranetAll staff meeting
Team meeting
EmailLetter
Q&A sessionNewsletter
Me
ss
age
Ch
an
ne
lA
ud
ien
ce
Sample template
14
Key Tool: Message Matrix
The ACE programme is our global growth strategy
ACE will mean significant changes in the way we do business in Africa
If we successfully execute ACE we will emerge as a Top 10 global player
Man
agem
ent
Loca
l JG
6-8
Juni
or S
taff
Con
trac
tors
Uni
on /
Wor
ks
Cou
ncil
Com
mun
ity
Par
tner
s
IntranetAll staff meeting
Team meeting
EmailLetter
Q&A sessionNewsletter
Me
ss
age
Ch
an
ne
lA
ud
ien
ce
Sample completed matrix
15
Q&A Construction
The Q&A is a key component of successful messaging
• Test robustness of message
• Prepare executives for effective delivery
• Think through all likely scenarios
• Demonstrate understanding of audience concerns
• Dynamic tool – grows with feedback
• Keeps everyone on the same page
• Supports ‘internal communication checklist’
16
Q&A Construction
Tips
• Cluster Q&As into themes
• Keep key messages by your side as you prepare them
• Test credibility with a reliable partner
• Differentiate between Q&A (private) and FAQ (public)
• Keep answers clear, concise, consistent, constructive
• Update based on feedback & share
• Always empathise with employees
17
Group work - Scenarios
What is a Scenario • A description of a possible future
The Task
• Imagine the details of the scenario
• Itemise the greatest concerns among employees
• Create 3 key messages
• Build them into a message matrix
• Construct 8 questions & 8 answers
• Verify using the ‘internal communications checklist
18
Group work – 5 Scenarios
Scenario One• MTC has bought a rival company in your market and plans to merge both
companies into one
Scenario Two• After three quarters of poor results, your MD announces that he is going to
leave the company
Scenario Three• Anti-government rebels have seized a town, destroyed all the mobile masts
in the area and issues demands to the government and to Celtel
Scenario Four• State investigators have arrived at your office and started taking boxes of
files away from the Finance Department
Scenario Five• Technical staff have gone on strike demanding better pay and conditions
Scenario Six• Management has decided that it needs to cut 10% of the workforce