SUCCESS FACTORS AND LIMITATIONS OF EFFICIENT INTERNAL COMMUNICATION

SUCCESS FACTORS AND LIMITATIONS
OF EFFICIENT INTERNAL COMMUNICATION
Open Access

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MINIB, 2015, Vol. 15, Issue 1, p. 47–58
SUCCESS FACTORS AND LIMITATIONS
OF EFFICIENT INTERNAL COMMUNICATION
Dariusz Tworzydło, Ph.D.
Institute for Information Society Development, Poland
e-mail: dariusz@tworzydlo.pl
DOI: 10.14611/minib.15.01.2015.04
The article covers the key issues of internal communication within an organization. It highlights the benefits
of implementation of transparent communication principles for a company. It identifies objectives and
presents selected communication tools. In the article, also guidelines for carrying out research in the
context of development of an internal communication strategy can be found. Selected research areas of
the process of planning and implementation of strategic assumptions have been presented. Factors limiting
effective implementation of an internal communication strategy have been discussed.
Summary
Keywords: public relations, internal communication, PR, relations, strategy, research, image

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Communication means relationships
Contemporary organizations are witnessing important transformations
and changes taking place in areas associated with human resources
management. They themselves participate in this process actively, or more
often, passively. The new role of human resources management requires
from the management another quality which involves such a utilization of
employee teams that an organization can achieve the expected competitive
advantage (Dubois i Rothwell, 2004, p. 9–10). What is becoming quite a
serious challenge and a problem in the whole process of human resource
management is communicating. However, this is not just about unilateral
top-down transfer of information, but a professional dialogue based on the
exchange of information and leading to the understanding of intention,
background of a decision, idea, or changes.
Communication is a basis for building efficient relations only when it is
based on dialogue. Thus, what is very important in public relations is the
feedback, as it makes it possible to control the recipients of a message, but it
gives then (usually employees) chances for an active expression of their
arguments and builds up faith in the possibility of understanding of an
approach other than that of the management (Seitel, 2003, p. 169). Thanks
to well-organized communication, it is possible to build an atmosphere of
trust, coordination and cooperation in group are improved.However, good
communication requires continuous work, care and the commitment of
company managers and employees. Taking the above into consideration, it is
worth pointing out here that problems in the process of communication can
be observed much more frequently than model, or even just good solutions.
This article will present above all factors which determine the interest
in the issue of internal communication not only among public relations
specialists, but also, above all, among managers of organizations. Moreover,
a set of benefits arising from the implementation of internal
communication programmes in organizations will be presented. The goals
of internal communication and, more generally, selected tools for the
achievement of the mentioned goals will be discussed. In further part of the
paper the problem of building communication strategy, with particular
focus on the research process which should precede, or even form a part of
the strategy-building process is discussed. Eventually, the set of factors

causing limitations of efficient implementation of the strategy of internal
communication will be presented. The article contains a set of author's
practical experiences, as well as conclusions from qualitative and
quantitative analysis of the data acquired in course of internal research
conducted in various companies and organizations.
Why are we focusing on internal communication?
One of the main themes of the interest in the subject of internal
communication in companies is the fact that the significance of human
resources has been changing, especially on the Polish market, where for a few
years a substantial qualitative and quantitative drop in this area has been
observed. Companies operating on the Polish market are experiencing
problems in the process of recruitment and this doesn't concern only specialist
professions such as: programmer, computer graphic designer, as many media
sources report, but also as research results show1. This concerns also other
professions, which don't require specialist knowledge and experience. Among
them are, for example, soft professions, which require interpersonal skills and
basic knowledge from the area of using computers, or IT systems. In times of
new economy, employees, their knowledge and skills are becoming the most
important asset of every organization. The mentioned research shows that
there are also other elements which to a major extent determine employment
are: practical skills, willingness to learn, engagement and availability2.
Machines, equipment, without knowledge and a good team, won't work well in
any organization, which is particularly apparent in case of service companies.
That's why especially in the entities, where there is a need to base success on
individual capacities, skills and qualifications of people, the problem of internal
communication becomes a very clear problem.
Another theme which contributes to the necessity of analysing the
problem of internal communication in companies and organization is the
assumption arising from analyses and qualitative research showing that in
Poland employees, or in other words an internal client, is neglected and not
treated as a priority. This means that in many companies it is a permissible
practice to quickly replace employees.
Another problem we should notice is the issue of the necessity to motivate
employees by means of more than just the remuneration system.
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Unfortunately, Polish social security and tax systems are constructed in such
a way that companies, in order to develop their businesses, often have to limit
expenses associated with employment. Burdens cause a reaction of employers
in form of reducing salaries and other benefits associated with them.
Obviously, this doesn't concern situations where there is a shortage of
professionals, such as the above-mentioned shortage of programmers.
Computer science is needed more and more and as a result, IT companies
have to deal with a different problem, namely, the necessity to react to
constantly growing expectations of young IT specialists with regard to
salaries and in fact, major part of the process of human resources
management in IT companies is focused on this aspect.
The last important theme of the interest in the issue of internal
communication is the growth of possibilities given by modern technologies
and their efficient, skilful utilization. They contribute to more efficient
implementation of the assumptions and goals included in the strategy of
internal communication.
Expected benefits from the implementation
of internal communication programmes
Efficient internal communication means a series of benefits that a
company, or an organization implementing programmes, or strategies in the
area of internal relations can achieve. This way, in the group of effects that
can be achieved, it is necessary to highlight, first of all, the changes in
efficiency and devotion to work. In a situation where information reaches
precisely defined groups of recipients in a planned way and in such a way that
it can be fully and accurately understood, then it is easier to find in an
employee a loyal craftsman devoted to work, a person associated with his
workplace not only based on remuneration. Another benefit that the
implementation of internal communication programmes can bring is avoiding,
or limiting confrontations between departments, employees of various ranks
and within departments. Animosity, confrontations between employees,
concerning not only professional, but also private matters, which lead to
internal crises, may cause deepening problems, eg. the drop of work efficiency,
or the drop of effectivity. Eventually, they may lead to further problems, as a
result of the so-called snowball effect. Conflicts in teams may also be
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constructive in character. Especially, some managers realize that questioning
each other's way of thinking makes it possible to better understand the
choices, work out broader scope of options, or make better decisions.
(Eisenhardt, Kahwajy i Bourgeois, 2005, p. 181). Another benefit arising from
well-designed and conducted communication is positive attitude to work,
which in turn affects relations and the willingness to stay and continue one's
professional career in a particular workplace. This makes employees
demonstrate the initiative, get more involved in solving professional tasks, not
only those commissioned by the employees' work contracts. The final benefit
that should be highlighted is noticing chances, rather than risks in employees.
Here the following question arises: How to efficiently communicate in
order to achieve the benefits discussed above? An organization which wants
to have a stable, well-organized and qualitatively strong team should show
respect for its employees, openly express opinions, express recognition, give
employees the voice, encourage them to express different points of view,
put internal communication on the top position, ahead of external
communication. Here it is also necessary to remember that internal
communication boils down to credibility which is the key to building
relations and professional communicating (Seitel, 2003, p. 416).
Goals of internal communication
Among the basic goals of the process of internal communication, which is
implemented in organizations in form of operational, or strategic plans, is
building relations among employees. This way, it is expected that among
employees in horizontal and vertical relations, there will be changes which will
eliminate, or substantially reduce internal friction, misunderstandings and will
contribute to achieving better effects of work. The goal of activities carried out
in course of internal communication is also making employees identify
themselves with their organization, which will take the form of shaping the
attitude of loyalty, engagement and devotion. Identifying oneself with
a company means also responsibility for its future and attaching company's
success to own professional development, path of promotion, or aspects
classified as incentives of financial character. Depending on the kind of
conducted activity, companies may focus on team work, or individual work of
employees. In the first case, the goal of internal communication is achieving an
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effect in form of employees' mutual acceptance and their focus on the result
achieved by a team they represent, or the whole organization. An important goal
of the process of communicating based on dialogue is also raising trust for the
decision made by the management on the strategic level. Eventually, one of
important goals taken into consideration in case of changes made in course of
the process of implementation of communication solutions within an
organization is creating a good work atmosphere.
Research as a component of the strategy of internal communication
Every public relations programme, or solution should be preceded by
research, unfortunately most often this is not the case.Instinct, intuition, or
predictions naturally have their raison d'etre. However, organizations manager
in a modern way expect and even require something more, that is, measurements
and analyses, as well as assessments, not only at the end of particular actions, but
at every stage and on many planes of management (Seitel, 2003, p. 113).
The goal of every research process is providing valuable data which can
later be used in the decision-making process by members of the management,
or representatives of executive units in a company. Thus, research is
supposed to serve as an element of support for the decision-making process,
support for optimum plans and creating solutions. Going further ahead, the
research process is supposed to allow to learn the opinions, attitudes,
engagement of teams in course of creating added value in form of products,
services, ideas delivered to the market. This way, the gained support can
serve the purpose of working out programmes concerning particular areas of
management in a company, especially those which are most exposed to crisis,
or which are already in crisis. Data collected in course of research will also
make it possible to avoid intuitive functioning in a ”decision-making
vacuum”. Taking the above into consideration, entrepreneurs need to
remember that a components of every strategy, including the strategy of
internal communication is the analysis of the starting point and good
analysis contains also an element of research, regardless of the fact whether
we rely on desk research method, or research which assumes the utilization
of particular questionnaires constructed so that they will make it possible to
obtain knowledge in areas which are sensitive from the point of view of the
entities managing an organization.
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To sum it up, it is necessary to emphasize that with accurate data we are
coming closer to working out directions included in the strategy document. Its basic
concept boils down to applying the strong sides (advantages) of an organization
where chances for success are most promising (Rumelt, 2013, p.17). That's why an
analysis which provides not only a set of strong, weak sides of an organization, but
also suggests directions for particular solutions seems so important.
What are we investigating?
Research can support the process of building the strategy of internal
communication and later its implementation. Nevertheless, the management
has to realize every time its expectations with regard to the research process.
Conducting research without a well-defined target means costs, moreover,
unsubstantiated costs. Thus, what should we focus on during the
organization of the aforementioned research? These are mainly such
problems as learning the assessments of the employees concerning their
relations with superiors, concerning communication and flow of information,
finding out whether employees are satisfied with their work, identifying the
level of loyalty of employees to the company, learnings the level of employees'
satisfaction with motivational aspects provided by the company up till now,
finding out the employees' assessment of the conditions for development
guaranteed by the company, learning the general sentiments among
company employees, as well as learning the expectations of employees with
regard to the company.
The results of research make it possible for the management to make
decisions on human resources management. Thus, it is important: how big
the group of people forming a team are fulfilling their professional
ambitions in the company, what share of employees get thechance to use
their skills, whether there is a balance between their free time and work
time, whether they are optimistic about the future of the company, what
their assessment of cooperation between employees and departments is and
finally whether they regard their employer as a company with good
atmosphere in the workplace. Moreover, looking at the process of
communication alone, the management can assess the quality of flow of
information. The management can also identify to what extent the
assignment of tasks is comprehensible.
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Picture 1. Chosen research areas in the process of planning and implementing strategic assumptions
Source: Tworzydło D. (2013). Badania komunikacji i relacji jako podstawa skutecznych działań
w zakresie wewnętrznego public relations. In: K. Stasiuk-Krajewska, Z. Chmielewski, D. Tworzydło.
Public Relations. Nowe trendy. Rzeszów: Wydawnictwo Newsline.
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components of the strategy document
chosen research areas in the scope
of internal image
analysis of the starting situation
identification of target groups
defining targets and the measures
of achievement of these targets
creating a set of tools
schedule for implementation
budgeting strategy
measurement of effects
identifying the starting point for the planned
strategy of internal PR
identifying the strong and weak points of
an organization — image SWOT
assessment of previous activities in the area
of internal image
characteristics and indication of the
discriminants of target groups
assessment of the relations existing
between target groups
defining measures which will help assess
the implemented strategy
verification of measures
assessment of the efficiency of used tools
assessment of the influence of particular tools
on the assumed targets and target groups
analysis of the possibilities of optimizing cost
items from the adopted budget
comparing budget assumptions and the values
achieved in course of implementation
finding out whether in course of the process
of implementation of strategic assumptions
we are achieving the planned effects

There is a whole range of areas which may be subject to research, in the
context of discusses internal communication. On picture 1 the areas which may
be subject to analysis in the context of the assumptions of strategic documents
are presented.
Factors causing limitations of the efficient implementation
of the strategy of internal communication
The efficiency of implementation of assumptions adopted in the strategy
of internal communication is not only about the approach of the
management, its acceptance for the whole process, but it also unfortunately
involves a series of factors which to a smaller, or greater extent limit, or
even make it impossible to achieve the intended results. Among the main
factors hindering the implementation of the strategy are the resistance and
ignorance of employees arising to a significant extent from psychological
premises and in particular, worries about one's own security. It can be
generally assumed that employees find it hard to accept any changes,
especially changes they don't understand and changes which bring effects
they can't predict, or imagine. Another determinant which influences the
success of the implementation of the above-mentioned strategy is
misunderstanding and lack of faith in success. Lack of communication,
precise and clear information from the management, which concerns the
implementation of the assumptions of strategy may cause negative
assessments of the effects of changes.
Another hindering factor is certainly complex organizational structure
(company/organization with departments). In such a situation problems
associated with sharing information about planned changes are mounting
and eventually this may lead to gossip and misunderstandings. This in turn
may lead to escalation and even cause a crisis situation.
Another limitation of efficient implementation of the strategy is lack of
acceptance for any motivational actions and actions aimed at building
internal imageother than those associated with elements of remuneration.
There are companies where generally nothing works, where no tools are
accepted, or even tolerated. Meetings of the management with employees
are regarded as a necessity, incentive trips are regarded as a pointless cost
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and newsletters, orany other forms of conveying information are regarded
as a waste of paper.
That's why, in order to eliminate the factors mentioned above, as well
as other factors causing problems with efficient implementation of the
strategy of internal communication, it is necessary to properly
communicate changes, with particular focus on the plans of the
management with regard to internal communication. Only openness and
presenting the strategy from by means of the language of benefits from
the point of view of employees give a chance to reduce, or eliminate
barriers.
Conclusions
In order to efficiently implement actions included in programmes, or
strategies of internal communication, it is necessary to apply particular
rules. Among these rules defining targets takes centre stage. Without
defining targets, any taken actions will be doomed to failure, as it would
mean lack of coherence, or even logic. Here it isalso important to make
sure that the defined targets result from research and analyses carried
out before the implementation of programmes. In course of
implementation, or after completion, research can allow to verify the
assumptions, to make corrections, or modifications. The article
highlights the employees' opposition to all kinds of changes as one of the
barriers. In order to overcome this opposition, it is necessary, above all,
to be open, communicate in many stages, and to conduct a dialogue.
Employees have to be informed about changes on a regular basis and in
a comprehensive way. On the one hand the flow of information cannot be
big enough to put company secrets at risk, and on the other hand it has
to be full enough to satisfy the need for information resulting from the
employees' deficit of data. Another important aspect which determines
the success of changes in the area of internal communication is the
management's faith in the success of actions, which in turn leads to
understanding, acceptance and even consent to changes in the team.
However, this won't be enough as in every organization, in order to make
changes it is necessary to have trust and to maintain the trust. The team
has to understand the purpose of changes and their consequences.
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References
1 Over 40% of surveyed companies outside the IT branch and almost 60% from the IT branch in Podkarpacie region
were looking for IT specialists in 2013 (programmers, network specialists, graphic designers. Over 60% of the
surveyed had problems with finding employees — IT specialists.Companies are looking for and want to hire new
employees, but at the same time on the labour market there is not a sufficient number of experienced IT specialists.
In the remaining group almost a half of job candidates, according to the surveyed companies, have excessive
financial expectations. Stowarzyszenie Informatyka Podkarpacka, Instytut Rozwoju Społeczeństwa
Informacyjnego (2013). Kadry dla informatyki na Podkarpaciu. Raport z badań. Rzeszów. (author of the research
project: dr Dariusz Tworzydło).
2 Stowarzyszenie Informatyka Podkarpacka, Instytut Rozwoju Społeczeństwa Informacyjnego (2013). Kadry dla
informatyki na Podkarpaciu. Raport z badań. Rzeszów.
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1. Dubois, D.D. i Rothwell, W.J. (2004). Zarządzanie zasobami ludzkimi oparte na kompeten-
cjach. Gliwice: Wydawnictwo HELION.
2. Eisenhardt, K.M., Kahwajy, J.L. i Bourgeois, L.J. (2005). Konstruktywne konflikty w ze-
społach zarządzających. In: Efektywna komunikacja. Harvard Business Review. Gliwice:
Wydawnictwo Helion.
3. Rumelt, R.P. (2013). Dobra strategia. Zła strategia. Czym różnią się i jakie to ma znacze-
nie. Warszawa: Wydawnictwo MT Biznes.
4. Seitel, F.P. (2003). Public relations w praktyce. Warszawa: Wydawnictwo FELBERG SJA.
5. Stowarzyszenie Informatyka Podkarpacka, Instytut Rozwoju Społeczeństwa Informacyj-
nego (2013). Kadry dla informatyki na Podkarpaciu. Raport z badań. Rzeszów.
6. Tworzydło D. (2013). Badania komunikacji i relacji jako podstawa skutecznych działań
w zakresie wewnętrznego public relations. In: K. Stasiuk-Krajewska, Z. Chmielewski,
D. Tworzydło. Public Relations. Nowe trendy. Rzeszów: Wydawnictwo Newsline.
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and Chief Executive Officer of EXACTO sp. z o.o. He specializes in public relations and marketing
research. He was a member of the Public Relations Council for two tenures and the President of the
Board of the Polish Public Relations Society. His bibliography includes more than 200 scientific
publications, research reports, analyses and expert opinions. He has been a co-author of many strategic
documents and operating plans in the area of public relations. He is a consultant to boards of
companies and organizations
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SUCCESS FACTORS AND LIMITATIONS OF EFFICIENT INTERNAL COMMUNICATION

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