As a Public Relations Practitioner with over a decade’s experience in the corporate world, I have come to know that poor information flow between the top hierarchies of organisatio
The report indicates that as a Public Relations Practitioner with over a decade’s experience in the corporate world, I have come to know that poor information flow between the top hierarchies of organisations and those on the factory floor is a top ‘killer disease’ of staff morale and so I always advocate for the internal stakeholders who are staff, to be engaged before outsiders are brought on board.
It further notes that imagine consistently seeing news headlines about happenings within your institution without your prior notice or being praised by an outsider for some achievement chalked or a deal entered into by your organization without you being aware of it. How would you feel? Lost? Excluded? Embarrassed? Well, this could be an indication of poor internal communication at play within the institution concerned.
It is not for nothing that communication practitioners and scholars consistently argue that employees should be treated as primary stakeholders and must be informed first about policy decisions, management intentions and direction before external publics are brought into the picture. This is because in the realm of contemporary organisational management, internal communication strategies play a pivotal role in enhancing employee engagement, morale, productivity and in shaping the organizational culture.
Internal communication is the term used to describe an organisation’s managed communication system, where employees are regarded as internal publics or a stakeholder group, critical for organisational success. Public Relations theorists refer to it as the management concept of employee engagement, suggesting the building of a two-way relationship. James Everett Grunig, one of the most influential public relations scholars assert that excellent organizations practice two-way symmetrical communication, where communication is based on dialogue, mutual understanding and relationship building rather than one-way dissemination of information. Similarly, other experts argue that internal communication should support organizational strategy by ensuring employees understand the organisation’s objectives and their role in achieving them.
Internal communication is inextricably linked to supporting an organisation’s need to effectively communicate information about important changes such as, a merger with another company, a re-branding or the introduction of a new product or service. Professionals and scholars advocate that internal publics should be among the first to know about such changes. This helps to equip all staff members with information on the new development within the institution and let relevant departments know their expected roles.
Internal communication is carried out through many methods and tools including face-to-face, written, digital, leadership, team, and training and development communications. Informal communication and employee recognition systems are also excellent internal communication forms.
Face-to-face, or in today’s post COVID19 parlance, in-person communication remains one of the most effective methods of staff engagement as it allows for immediate clarification, feedback and relationship building, thereby reducing misunderstanding and building trust.
In-person forms of staff communication include staff meetings, departmental meetings, town hall meetings, executive briefings, one-on-one meetings among others.
While written internal communication forms disseminate information through formal written documents such as emails, circulars, memos, newsletters, policy manuals, annual reports and staff handbooks, digital internal communication forms share information through staff intranets, employee portals, internal mobile apps, SMS alerts, digital notice boards among others and they are characterized by speed and immediacy.
Leadership communication as an internal communication form involves senior management and corporate leaders communicating directly with employees to explain organizational direction and reinforce priorities. The popular methods include CEO messages, video addresses, leadership blogs, live question and answer sessions and executive forums. This creates a sense of closeness among employees, to those in the higher echelons of the organisation and also helps to boost employee confidence in leadership.
Effective internal communication is not only about sending information, but it also involves listening. Organisations gather employee feedback through staff surveys, suggestion schemes, employee forums, focus groups, exit interviews and anonymous feedback channels. This two-way communication improves decision-making and demonstrates that employee opinions are valued.
Employee recognition and appreciation as an internal communication strategy is when communication is used to recognize employee achievements. They include the use of employee of the period announcements, appreciation emails, award ceremonies, internal newsletters featuring success stories of staff projects, and recognition during staff meetings. Recognition boosts staff motivation, engagement and morale.
Not all internal communication is or must be formal. Informal interactions also contribute to information sharing and most importantly, relationship building and social cohesion among staff members. Engaging activities like social gatherings promote bonding and creates a sense of belonging among staff members. While official information can be given during such informal gatherings, internal communicators should ensure that critical information is communicated through official channels to avoid misinformation.
Why Internal Communication is Necessary in Organizations.
