STRATEGIC PUBLIC RELATIONS

BY KIM HARRISON

CHAPTER 15
INTERNAL COMMUNICATION
Presented By: LIA ISVENTIA
Subject
:
Strategic Public Relations Planning
Id Student : : 15201102001

INTERNAL COMMUNICATION
Internal communication can help motivate,
build trust, create share identity and encourage
engagement; it provides a way for people to
express their emotions, share hopes and
ambitions and remember achievments.

INTERNAL COMMUNICATION

Communication is the basis for

individuals and teams to make
sense of their organisation,
what it is and what it means
( Berger, 2008)

INTERNAL COMMUNICATIONS

Internal communications and employee

communications mean the same thing ( Berger,
2008), Other equality valid terms for the fuction
are internal relations, internal communications,
employee relations, internal PR and staff
communication

GOALS OF EMPLOYEE COMMUNICATION

4. Organisation Performance

The organisation mustperformif

business goals and objectives are to
be achieved
1. Organisational Goals and objectives

By Assesing :
Organisational goals,
objectives
Organisational performance
Employee behaiour
required, you can decide
how to communicate to
influence employee
behaviour

Organisations
*Policies,procedures
*processes, systems
*rules, guidelines
*culture, norms
*formal traning, etc

2. Employee Communication

Organisational
performance depends on
the behavior of
employees

3. Employee Behaviour

Employees
*skills
*competence
*knowledge
*beliefs, values
*habits, actions
*motivations

Employee behaviour is
influenced by organisational
and individual factors such as
these

COMMUNICATING BUSINESS STRATEGY

create line-of-sight between overall strategy, team

implementation and personal contribution
focus on relevance
create opportunity for employee
seek employee input about the content and process
build communication coaching and training managers
focus on eliminating layers of information from the strategy
process
lead with face-to face communication and reinforce with
formal communication
spend time with leaders to ensure continuing alignment
with daily variables and the strategic direction ( anderson
&edmiston, 2006)

CHANNEL OF EMPLOYEE COMMUNICATION

Face to face communication ( interpersonal,
small group,Meeting, teleconference,
telephone contact, manager training sessions
Media print ( CEO letters, internal media
release
Internet ( website information, intranet
material, online bulletin boards, email,
socialmedia, blog

CHANNEL OF EMPLOYEE COMMUNICATION

60
50
40
face to face %
electronic %
print%

30
20
10

0
1998-2009

1998-2003

2004-2009

CREATE
PARTNERSHIP
WITH THE HR
DEPARTEMENT

BENEFITS ARE:
1. More effective achievement of PR
goals and objectives
2. More status within the
organisation
3. More value-creation for the
organisation
4. More ooportunity to get involved in
important strategic issues
5. Greater access to budgets for
cross-functional projects
6. A chance to prove the worth of the
PR group

EMPLOYEE ENGAGEMENT

Employee engagement
is commonly considered
to be discretionary
effort but it can also be
considered as
commitment as well as
discretionary effort (
Hay Group, 2010)

Engagement implies
knowledge of the
organisations vision,
mission, brand and
values; how to best
contribute in their
workplace role; and an
understanding of the
value of their
contribution (Gray, 2007)

EMPLOYEE ENGAGEMENT

The Sirota surveys ; main sets of

goals at work:
1. Equity
2. Achievment
3. Camaraderie

EMPLOYEE ENGAGEMENT
1.
2.
3.
4.
5.

Corporate Values
Changing the culture
Unwritten gound rules
Employee loyalty
Employee recognition-an undervalued
communication tool

HOW TO CREATE MANAGERIAL

COMMUNICATION SKILLS?
Identify core competencies required
Conduct internal research to prove the case
Organise manager training in interpersonal
communication skils

HOW TO CREATE MANAGERIAL

COMMUNICATION SKILLS?
Five commons problems in employee communication:
1. Manager dictate to employees too much and listen too
litle
2. Managers assume employees understand, agree with,
care about, and act upun what the manager say
3. Too much content is of concern to managers, but not to
other employees
4. Too much propaganda is communicated and doesnt
confront the need for change
5. Managers, especially senior managers are too
secretive.

COMMUNICATING TO CREATE
MAJOR CHANGE

1.
2.
3.
4.
5.
6.
7.
8.

Steps to successful change management :

Establish a sense of urgency
Create a powerful guiding coalition
Develop a clear vision and strategy
Communicate the change vision
Empower employees for broad-based action
Generate short-term wins
Consolidate gains
Anchor the new approaches in the culture

PERFORMANCE
MEASURES AND
EVALUATION OF
EMPLOYEE .
COMMUNICATION

1.
a.
b.
c.
d.
e.

Measurement
of employee
communication

f.
g.

Regular employee surveys and focus group

feedback:
Good understanding and attitudes
Organisations behaviour is consistent with
its vision
Managers and supervisors behaviour is
consitent with its vision
If not,what aspects are inconsistent?
Do employees understand what behaviour
is expected in contributing to the
achievmentof the corporate vision?
What factors facilitate towards or militate
against individual desired behaviours?
Check wether individual communication
needs are being met.

PERFORMANCE
MEASURES AND
EVALUATION OF
EMPLOYEE .
COMMUNICATION

Measurement
of employee
communication

2. Audit employee communication activities

a.
Employee knowledge of organisational
goals and objectives
b.
The climate for communication
c.
How instructions area and
communicated to employees
d.
The accuracy and timeless of
information
e.
The effectiveness of interdepartmental
communication
f.
The extent to which employees believe
their concern are listened to and take
into account by management.

THE END

THANKYOU