Internal comms - building guiding principles and choosing the right tools
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This document discusses internal communications in organizations. It defines internal communications as communications among employees within an organization. It then discusses different types of internal communication tools like email, instant messaging, meetings, newsletters, intranets, and video conferencing. It notes that there is no one-size-fits-all approach. The goals of internal communications are to ensure employees are working towards common goals, develop a cohesive culture, empower employees, show appreciation for employees, and create feedback channels. It also provides examples from different organizations on how they have effectively implemented various internal communication strategies and tools.
Internal comms - building guiding principles and choosing the right tools
- 1. Internal Communications By Lauren Pluss | @LaurenPluss
- 2. What is internal communications? “it is the function responsible for effective communications among participants within an organisation”
- 3. Go to Menti.com Enter 54 81 42
- 4. Types of internal communications • Email • Instant chat or collaboration tools • Meetings • Newsletters • Intranet • Video conferencing • CEO updates • Networks • Employee social networks
- 5. There isn’t a one size fits all approach to internal communications.
- 6. To ensure everyone is working towards a common goal. To develop a cohesive culture & empower employees to make the right decisions in line with the organisational goals. To show employees they’re valued & their ideas matter. To create a channel for feedback, debate and discussion.
- 7. The average worker is reported to receive 121 emails a day.
- 8. Benefits of collaboration tools • Productivity • Instant • Transparency • Historical chat • Save travel costs • Flexible/remote working • Space for informal discussions (e.g. Slack random channel) • Pop-up teams • Similar to tools such as WhatsApp • Integration & automation • External organisational access • Warning! ’Always on’ impact of collaborative tools & expectation of instant replies
- 9. Finding the right tools • What is the aim of using a new tool? What problem are you trying to solve? • What skills do you have to implement and maintain continued use? • What budget and resource do you have? • What tools are available based on the above? • Slack, Basecamp, Trello, Facebook Workplace, SharePoint, Teams.
- 10. Case study: YouthLink Scotland • Using a collaboration tool • Aims: • Reduce e-mail overload / cc-ing everyone in • Improve internal communications • Increase transparency • Tool: Basecamp • Process: • Have a ‘roll out’ process • Trial it in a small group • Staff training • Basecamp champions • Guidelines • Buy in from SMT • Don’t be afraid to call people out! • Review use
- 11. Case study: SCVO • What? Myers Brigg Type Indicator – gives you an animal personality • Aims: To help team members understand that people communicate differently and how best to communicate with other members of the team. • Where? https://icould.com/buzz-quiz/ • How? Team meetings & all new members of staff (digital team) took quiz • Why? Encourages discussion and understanding.
- 12. Case study: CEO Communications • What? Weekly summary from the CEO shared with all staff providing an update on what’s happened that week (recommended read). • Aims: Helps staff feel connected to what’s going on at a higher level, ability to reinforce mission/vision of organization. Opportunity to thank & give recognition to staff. • Where? SCVO & Young Scot • When? Friday • How? Email / Teams
- 13. Meetings • How often do you have full staff, team, line manager, leadership, SMT etc. meetings? Are they effective? • Tips: • Meetings has a purpose (agenda) • Play around with formats to find what works • Chair • Stick to the time! • Record actions & who’s completing them • Do you really need a meeting? Is there another method? • Case Study: Young Scot - MMMM • Notes: • Meetings where people dial in • Invest in technology • Everyone in the same position?
- 14. Case study: YouthLink Scotland • Lunch box learning • What? Once a month meeting where staff could share expertise on a range of topics, some work relevant and some not. Lunch brought along by each staff member attending. • Why? Opportunity to socialize with staff, get to know staff outside of just work, learn new skills.
- 15. Activity: • List all of the internal comms in your organisation and put them into one of three categories: • Working • Kind of working • Not working • In groups, discuss your different areas with a particular focus on what’s ‘kind of working’ to share ideas about what steps could be done to move them to ‘working’.
- 16. Top tips • Don’t be afraid to ask your staff what they want • Encourage two way conversation • Set guidelines so people know what to expect • Set boundaries • Revisit it on a regular basis, make adjustments • Have internal champions when you introduce new tools • Start small – within your own team or directorate • Don’t let digital define your plan – remember face- to-(virtual) face contact and phones too! • Check charity discounts before purchasing any tools!
- 17. Questions?