One of the most frequently overlooked publics for the professional communicator is often the organisation’s own workforce. 

 

External audiences including customers and shareholders are the more usual targets for large scale campaigns through external print, broadcast and digital media.

 

But neglecting those who work for an organisation will not only be short sighted it can also be seriously damaging to the bottom line, especially if disgruntled employees embark on industrial action or individually leak information to the outside world. Gaining the active participation of employees is crucial to securing the organisation’s future health.

 

So how can you set about ensuring your workforce is kept properly informed while also taking appropriate account of their concerns?

 

Identify key messages. As with external communication campaigns it is vital first to identify the key messages to be transmitted and to whom.  These should be phrased in language which means something to those on the receiving end rather than just the occupants of the boardroom.  So omit company and, where possible, industry jargon.

 

Find out what employees think. Conduct an audit of what employees actually think of the organisation and its remit.  Do they truly understand why they come to work each day other than to earn their monthly salaries?  Measure how far from your desired point they are in terms of  accepting and acting on the corporate rationale.

 

Think about your communication channels. Establish exactly which channels of communication employees currently use or favour for receiving information. Staff working in direct contact with customers are most likely to pay attention to information presented to them by supervisors or line managers rather than a distant head of department.

 

Ensure a media mix. It is easy to mistakenly believe that providing more vehicles of communication necessarily equates to more messages being absorbed and acted on. New technologies can also build sometimes false assumptions that information is getting through. Do employees on the shopfloor or in factories actually have direct access to the internal website?  Are they skilled enough to use them even if they have? A media mix should ensure everyone is reached. Use print publications to back up face to face meetings as well as employing podcasts and the like.

 

Be prepared to train others. Today’s internal communicator is just as likely to be a facilitator as a deliverer of communication. Be prepared to train line managers or even directors to deliver messages directly.

 

Be aware of your own skills - your strengths and limitations. Buy in expertise where necessary and learn how to manage external consultants to get the best results.

 

Pay attention to the details as well as the bigger picture. Failing to consider logistical aspects can destroy a great programme.  Think about the cost of print, photography and postage; they can all break the bank if left unchecked.

 

Encourage feedback. Remember to build in feedback mechanisms to enable the workforce to respond to information.  These can be as simple as providing a tick box or as complex as encouraging employees to transmit their own concerns and contributions back up to the boardroom.