3. pr & corp comm - ii
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Internal Relation
&
Employee Communication
Public Relation
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Purpose
y To examine the aspects of communication, e.g., downward,
upward etc.
y To leave people feeling somewhat confused
yTo start with common pitfalls in communication
y Then provide a range of items to enhance communications
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Objective
1. Developing effective connection between the different
units across the org.
2. Encouraging cooperation, empowering and teamwork
3. Exploiting synergies with external publics systems ofrelations
4. Enhancing performance-individual and global
5. Improving the quality of all decision-making and execution
processes
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Common causes of problems in
Internal Communication
y If I know, then every one must know it.
y We hate bureaucracy: We are lean and mean
y I told everyone, or some people, or.
y Did you hear what I meant for you to hears?y Our problems are too big to have to listen
y So whats to talk about
y Theres data and theres information
y If I need your opinion, Ill tell it to you
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Internal Public Represents
y The key resource for the companys success
y The key elements of production, marketing and sales process
y Active and pro-active subjects
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Key Principles to Effective Internal
Organizational Communication1.Too often, management learns the need for communication by having to
respond to the lack of it.
2. Effective internal communications start with effective skills incommunications, including basic skills in listening, speaking, questioning
and sharing feedback
3. Sound meeting management skills go a long way toward ensuringeffective communications, too
4. A key ingredient to developing effective communications in anyorganization is each person taking responsibility to assert when theydon't understand a communication or to suggest when and howsomeone could communicate more effectively.
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The process is based on seven building
blocks of effective internal communication
Actively EngageEmployees InThe Business
Leaders MustDrive
Communications
Focus OnDeeds Not
Words
Use Face-To-Face
Communications
CommunicateWith
EmployeesOpenly,
Frequently,And First
MeasureCommunication
Performance
Craft Clear,RelevantMessages
Performance
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The communication improvement
plan starts with best practices
Goal
Actively engage all
employees
Improve business
performance
Sites will implement a common communicationsprocess
Common activities
Overarching theme and key messages
Upgraded media tools and technology
Site Business Communications Integrators
Each sites process, capability and overall
effectiveness will be measured and tied to business
results
Business leaders will drive communications using
face-to-face meetings and WinningTogether
theme
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The internal communication process will be
measured and tied to business plan
objectives
Measurements
Communication
Plan In Support Of
Business Plan
Process
Capability
Process
Audit
Scorecard And
Insight
Generation
Problem
Resolution
Communicate
Messages
Overall
Effectiveness
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Communication Scorecard Outline
FrequencyActual Occurrences
Planned Occurrences
Content
Standards Eff ectiveness Score
Environmental
Survey
Total Score
(X) (X) (=) ____% NumberNumber____%
Common Process
Activity
Department/Team
Meetings
Diagonal Slice
Meetings
Newsletters/Written
Communications
Quarterly
Business Updates
State oftheBusiness
Meetings
Environmental
Score
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The frequency audit measures actual vs. planned
occurrences of each common process activity
Common Process
Activity
Department/Team
Meetings
Diagonal Slice
Meetings
Newsletters/Written
Communications
Quarterly
Business Update
State OfTheBusiness
Meetings
Minimum Level Planned Occurrences
(Inventory)
Monthly = 12
Each employee = 1
(execs w/ >100, monthly; execs with
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Each process activitys capabilities will be
based on specified attributes and
establish
ed goals
ExplodedView
ofStandards for
Department/TeamMeetings
Common Process
Activity
Department/Team Meetings
Attendance
Operations contentArea/Dept goals content
External content
Dialogue, Q&A time
100%
35%25%
10%
30%
Total
ContentStandards
Capability Goal
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Each process is measured by degrees-
from being informed - to taking action
0 = No business information available through this process
1 = Business information is barely available through this process
2 = Occasional reference to business goals in this process
3 = Business information is generally available in this process
4 = Dialogue is taking place regarding business issues in response to
this process
5 = This process helps explain how business goals affect employees
6 = Employees can describe how local leadership is involved in
supporting business goals as a result of this process
7 = Employees can articulate personal role in business issues
8 = Employees can explain what actions they personally need to take in
support of their locations business goals as a result of this process
9 = Employees can describe what actions they took to support business goals
as a result of this process
10 = Employee actions resulting from this process have improved
business performance
Communication Action
StrategyCorrelation
Information
Understanding
Commitment
Action
Business performanceimproves
Score/level of action taken by employee
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A communication scorecard for a
site could look like this
Common Process
Activity
Department/Team
Meetings
Diagonal Slice
Meetings
Newsletters/Written
Communications
Quarterly
Business Updates
State oftheBusiness
Meetings
FrequencyActual Occurrences
Planned Occurrences
Content
Standards Eff ectiveness Score
=4.3
=7.2
=4.3
=3.5
=4.5
Environmental
Score
Total Score
6.5
=30.3
80%
90%
75%
70%
90%
90%
100%
95%
100%
100%
6
8
6
5
5
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Scorecard
y Scorecard balances different elements (frequency, content,effectiveness and third-party surveys) to create credibility
yManagement has a measurement tool that they understand andaccept
yManagement drives the process and manages the measurement
y Scorecard facilitates implementation and improvements
y Communications people now have data to take to management not just feelings
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The math behind the single
communication scorecard-type metric
Notes: (1) Gathered from CC Integrator Process Evals & Standardized Work feedback: obtain general level of EE understanding of key information
Standardized
Work
Newsletters (Written
Communications)
Department & Area
Managers Meetings
State of Business
Meetings
Diagonal Slice
Meetings
Business Updates
(Satellite Broadcasts)
Actual Occurrences
PlannedOccurrences(Inventory & Audit)
Mechanism
CapabilityProcess
Effectiveness(1)Score
= __%Actual
PlannedMax = 10.0
Max = 10.0
Max = 10.0
Max = 10.0
Max = 10.0
Viewpoint Score
Total Score
Max = 10.0
Max = 60.0
Capability Goal Attain
Total (7Xi)/n = __%
0 2 4 6 8 10
= __ (number)
= __ (number)
= __ (number)
= __ (number)
= __ (number)
= __%Actual
Planned
= __%Actual
Planned
= __%Actual
Planned
= __%Actual
Planned
0 2 4 6 8 10
0 2 4 6 8 10
0 2 4 6 8 10
0 2 4 6 8 10
Capability Goal Attain
Total (7Xi)/n = __%
Capability Goal Attain
Total (7Xi)/n = __%
Capability Goal Attain
Total (7Xi)/n = __%
Capability Goal Attain
Total (7Xi)/n = __%
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Low scores on effectiveness should
generate insight and new business
and communications plans
Always do,regardless of
score
definecorrectiveaction
Identifycommon
processes thatdo not
meetthe standard
Developcorrective actionplantoaddress environmental issues.
involve site steeringcommittee
Prioritizethoseelements thatmakemost significantnegative
Impact oncommunicationeffectiveness
Putplans inplaceto maintain
goodcommunication
environment
Review survey and/or focusgroupdata. Identify
environmental elements thatcontributeto communication
effectiveness
Reviewviewpoint survey and/orfocus groupdata.Identify
environmental elements thatDoNot contributeto communication
effectiveness
Is theeffectiveness
score over or
under five?
Under Over
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Basic Structures to support effective IC
y Downward Communications
y Upward Communications
y Supervisor and Employee Communications
y Develop a Basic Communications Plan
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Downward Communications:
1. Ensure every employee receives a copy of the strategic plan
2. Ensure every employee receives an employee handbook
3. Develop a basic set of procedures for how routine tasks are conducted andinclude them in standard operating manual.
4. Ensure every employee has a copy of their job description and the organization
chart.5. Regularly hold management meetings (at least every two weeks
6. Hold full staff meetings every month to report how the organization is doing,major accomplishments, concerns, announcements about staff, etc.
7. Leaders and managers should have face-to-face contact with employees at leastonce a week.
8. Regularly hold meetings to celebrate major accomplishments.9. Ensure all employees receive yearly performance reviews, including their goals
for the year, updated job descriptions, accomplishments, needs forimprovement, and plans to help the employee accomplish the improvements.
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Upward Communications:
1. Ensure all employees give regular status reports to theirsupervisors.
2. Ensure all supervisors meet one-on-one at least once a month
with their employees3. Use management and staff meetings to solicit feedback. Do a
round table approach to hear from each person.
4. Act on feedback from others. Write it down. Get back to it
5. Respect the "grapevine." It's probably one of the most prevalentand reliable forms of communications. Major "movements" inthe organization usually first appear when employees feel it safeto venture their feelings or opinions to peers.
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Supervisor and Employee
Communications
y Have all employees provideweeklywritten status
reports to their supervisors.
y Holdmonthlymeetings with all stafftogether
y Holdweekly or biweeklymeetings with all staff
together
y Have supervisors meetwiththeir direct reports in
one-on-onemeetings everymonth
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Develop a Basic Communications Plan
1. What key messages do you want to convey?
2.To what key stakeholders do you want to convey the key
messages (e.g., consider clients, funders, community leaders,
service providers, etc.)?3. What's the best approach to reach each key stakeholder,
including who/how should the message be conveyed?
4. How will you know if you're reaching these stakeholders or not?
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The Basic Contents of Internal
Relationsy develop adequate information on company strategies, enabling associates to
effectively participate in the business development
y share information concerning results achieved in the different sectors
y provide regular, on-going business communication that is always timely, clearand adequate
y
use internal relations as a channel for collecting opinions and information fromall associates assuring spontaneity and freedom of expression
y provide timely information on introduction of innovative processes connectedto organizational, production, marketing, sales and financial aspects
y timely share information in all situations of emergency or crisis, so as to avoidemployees receiving incorrect or misleading information from the outside
y
assure monitoring for the management analyzing the opinions of the internalpublics on all those key factors that can influence the opinion of the externalpublics.
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Profile of the Internal Communication
Specialisty Evaluating the employees' perception of the enterprise referring to vision, mission and
values;
y Monitoring employees' communication needs related to all enterprise's
programs/issues;
y Assisting management in empowering all employees;
y Collecting and sharing information on the enterprise's products and services;
y Developing appropriate training programmes in order to provide skills for public
speeches, verbal and written communication and presentation techniques;
y Planning and handling appropriate interactive media activities to support internal
communication;
y Providing an immediate reply to any questions received from employees to achieve fullemployee satisfaction;
y Producing adequate information material to face whatever "Crisis situation
y Organizing special events for employees and their families, such as plant tours, special
celebrations, launch of new products and so on.
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THAN
Q
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