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INTERNAL
COMMUNICATION
LECTURE 4
Learning outcome
By the end of this chapter, you should be able to:
 Define internal communication and recognise it in
practice
 Evaluate internal communication from the
employee’s perspective
 Describe and evaluate corporate strategies and
methods for communicating with employees
Definition
 Internal communication is also known as
employee communication.
 It is defined as ‘the planned use of
communication actions to systematically
influence the knowledge, attitudes and
behaviours of current employees’. (Stauss
and Hoffman, 2000)
Who are our internal publics?
- the group of people as having a stake in an
organisation
Employees
Part-timers
Casual
workers
Volunteers
Contractors
Pat Jackson’s Total Relationship
Management Model
Investor Relations or Fundraising
Public Affairs
Customer Relations
Social Responsibility
Community Relations
Employee
Relations
Why is internal communication
important?
 Easy to communicate during difficult
situations (crisis, conflicts, reputation
building)
 Facilitate dissemination of information in
building the organisation reputation
 To ensure everyone in the organisation
understands the mission and vision
 To encourage a two-way communication
(feedback, suggestions)
Continue…
 The relationship with external stakeholders would
best served if internal stakeholders were
attended to.
 In order to reflect the importance of employees in
organisations, the term “employers of choice”
was created – attract the best talent and gain
competitive advantages in the industry.
 Family benefits
 Values employees’ education/ training
 Has diversity programmes
Its purpose…..
The strategic purpose of internal
communication involves:
 2-way communication between the employer
and employees
 Trusting relationship
Skills to strategy…
 The roots of internal communication are:
 communication skills (writing, speaking)
 Tools used: noticeboard, newsletters, blogs,
websites, factsheets, facebook, face-to-face
meeting, walk-about, corporate video, etc.
 Involves the combination of interpersonal
and new media channels
Strategic internal communication
Factors leading to the trend towards strategic
internal communication:
 Political
 Economic
 Social (and cultural)
 Technological
Factors leading to strategic internal
communication
Political /legal
Economic
Social/culture
Technological
Organisation
Re-brandingRe-branding
What is employee engagement?
 This is when employees ‘go the extra mile’
 How do you get to this?
 When employees believe in the orgnisational
values
 Employees given the opportunity to
‘experience’ company products
 Create company ‘ambassadors’
What do internal communication
practitioners need to know?
Communication
 ‘Articulating’ or ‘verbalising’ a message
 Listening
 Reflection
 Inquiry
 advocacy
Continue…
Internal communicators need to understand:
 Organisational structure
 Organisational culture
 Organisational history
 Communication networks
 Business goals and priorities
 External industry environment
 External stakeholders
 Previous communication activities
Corporate strategies
In order to create a good internal relationship
with all employees, organisations create:
 ‘Psychological contract’- due to low level of
trust/ commitment/ loyalty
- employee and employer commitments
 Corporate culture – values or practices that
account for an organisation’s success
Example 1: Disney’s values
 Innovation: we follow a strong tradition of
innovations
Continue….
Examples 2: Tesco’s values
The way we work:- The way we work is how we
deliver. Every Little Helps to make Tesco a
better place to shop and work in. We use
simple processes so that shopping is Better for
customers, Simpler for staff and Cheaper for
Tesco
Continue….
 Organisational Culture – a set of beliefs held my
members of an organisation
Example: Freedom of speech, dress code
 Leadership and strategic change
 A good leader provides a clear direction to
employees
 ‘Charismatic’ leaders – emotionally connect with
their audiences
 The communication approach is important to the
credibility and effectiveness of internal
communication
Conclusion
In this chapter, we have:
 examined the key issues in building internal
relationships in an organisation
 outlined the changing nature of work, in particular
the importance of achieving the sense of unity
within the organisation
 emphasised the importance of corporate
strategies in order to create good practices in
organisations
4. internal communication

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4. internal communication

  • 2. Learning outcome By the end of this chapter, you should be able to:  Define internal communication and recognise it in practice  Evaluate internal communication from the employee’s perspective  Describe and evaluate corporate strategies and methods for communicating with employees
  • 3. Definition  Internal communication is also known as employee communication.  It is defined as ‘the planned use of communication actions to systematically influence the knowledge, attitudes and behaviours of current employees’. (Stauss and Hoffman, 2000)
  • 4. Who are our internal publics? - the group of people as having a stake in an organisation Employees Part-timers Casual workers Volunteers Contractors
  • 5. Pat Jackson’s Total Relationship Management Model Investor Relations or Fundraising Public Affairs Customer Relations Social Responsibility Community Relations Employee Relations
  • 6. Why is internal communication important?  Easy to communicate during difficult situations (crisis, conflicts, reputation building)  Facilitate dissemination of information in building the organisation reputation  To ensure everyone in the organisation understands the mission and vision  To encourage a two-way communication (feedback, suggestions)
  • 7. Continue…  The relationship with external stakeholders would best served if internal stakeholders were attended to.  In order to reflect the importance of employees in organisations, the term “employers of choice” was created – attract the best talent and gain competitive advantages in the industry.  Family benefits  Values employees’ education/ training  Has diversity programmes
  • 8. Its purpose….. The strategic purpose of internal communication involves:  2-way communication between the employer and employees  Trusting relationship
  • 9. Skills to strategy…  The roots of internal communication are:  communication skills (writing, speaking)  Tools used: noticeboard, newsletters, blogs, websites, factsheets, facebook, face-to-face meeting, walk-about, corporate video, etc.  Involves the combination of interpersonal and new media channels
  • 10. Strategic internal communication Factors leading to the trend towards strategic internal communication:  Political  Economic  Social (and cultural)  Technological
  • 11. Factors leading to strategic internal communication Political /legal Economic Social/culture Technological Organisation Re-brandingRe-branding
  • 12. What is employee engagement?  This is when employees ‘go the extra mile’  How do you get to this?  When employees believe in the orgnisational values  Employees given the opportunity to ‘experience’ company products  Create company ‘ambassadors’
  • 13. What do internal communication practitioners need to know? Communication  ‘Articulating’ or ‘verbalising’ a message  Listening  Reflection  Inquiry  advocacy
  • 14. Continue… Internal communicators need to understand:  Organisational structure  Organisational culture  Organisational history  Communication networks  Business goals and priorities  External industry environment  External stakeholders  Previous communication activities
  • 15. Corporate strategies In order to create a good internal relationship with all employees, organisations create:  ‘Psychological contract’- due to low level of trust/ commitment/ loyalty - employee and employer commitments  Corporate culture – values or practices that account for an organisation’s success Example 1: Disney’s values  Innovation: we follow a strong tradition of innovations
  • 16. Continue…. Examples 2: Tesco’s values The way we work:- The way we work is how we deliver. Every Little Helps to make Tesco a better place to shop and work in. We use simple processes so that shopping is Better for customers, Simpler for staff and Cheaper for Tesco
  • 17. Continue….  Organisational Culture – a set of beliefs held my members of an organisation Example: Freedom of speech, dress code  Leadership and strategic change  A good leader provides a clear direction to employees  ‘Charismatic’ leaders – emotionally connect with their audiences  The communication approach is important to the credibility and effectiveness of internal communication
  • 18. Conclusion In this chapter, we have:  examined the key issues in building internal relationships in an organisation  outlined the changing nature of work, in particular the importance of achieving the sense of unity within the organisation  emphasised the importance of corporate strategies in order to create good practices in organisations