Lecture 6 Flashcards
Common internal mass comms vehicles & advantages/disadvantages:
newsletters, videos, posters, employee emails/letters/memos/voicemail, meetings, intranet, displays
advantages: inexpensive, timely, consistent message, reach, control, reinforces f2f
disadvantages: slow distribution, reception (people might not read), passive
Common TARGETED internal comms vehicles & advantages/disadvantages
one-on-one meetings, group meetings, road show/site visits (bigwigs come to speak to the plebs), tele/video conferencing, formal exec site visits, email
Advantages: active, more effectiveness, required for action
Targeted Comms Disadvantages: costly, takes more time to organize, message inconsistency, many variable factors (control)
Strategic Considerations (target vs Mass):
appropriate for audience (preferred/credible channel, meet audience needs)
appropriate for strategy (timeliness, two-way, what is desired audience response)
cost/effort/effectiveness
feedback
General rules:
need feedback mechanism
use more than one vehicle for any message
select vehicle mix based on goal/objective/audience
If no feedback: if not providing two-way comms ie newsletter, make sure employees can get more info from somewhere
If controversy: seek input, use two-way comms
Traditional Communication Vehicles:
face-to-face - increases understanding w visual/auditory clues, immediate clarification/feedback, personal connection – use when time sensitive, nuanced
print - large numbers of people/longer “shelf-life”; for detailed info/understanding/awareness
Strengths: Portability; readability (50% faster than on monitor); permanence; authority (editorial process = credibility; can be marked up; accessibility
weaknesses: passive; linear; single medium; pushed
collateral (posters, tent cards, etc) - posters, tent cards, flyers ie poster with sign up info supporting newsletter flu shot article, tent cards with safety tips from employee newsletter, bulletin board promoting president’s road show
video - information to large/scattered workforce, attractive format, connects employees to org - visuals increase message understanding/retention, visual/auditory clues, CEO address can be aired to all sites simultaneously, meetings can be viewed at a time convenient to employees
Senior Management F2F
Large group meetings: AGMS (organizational direction), for all employees, educate on organization’s priorities *good companies have all employees go to meetings
Town hall meetings/road shows (Senior Management F2F): topic/theme specific for interested employees, can ask questions, reduces misunderstanding, employees share info with peers
Manager’s Meetings (Senior Management F2F): monthly/quarterly meetings for senior management, info on business plan progress, keep org on track, info to help managers develop downward communication
Off-site Facility meetings (Senior Management F2F): for senior management at geographically different locations, build/maintain connection w head office, ensure alignment w business plan, demonstrate interest in employees & their work, need to know what the workers do at the location, how they contribute
Management by wandering around (Senior Management): for all employees, demonstrate interest in organization/employees, gain deeper understanding of how organization operates, build relationship/trust with employees, gives opportunity to provide feedback/input to leaders
Recognition Events (Senior Management): employee awards program, long-service awards, project kick-off/completion events, recognize appropriately/publicly, demonstrate value of employees, provide motivation
Breakfast/Lunch sessions (Senior Management): for select employees (opinion leaders), assess understanding/adherence to organizational goals, informal discussions on company progress/messages/Q&A’s
F2F middle Management:
conduit of info b/w leadership and frontline supervisors - translate organizational goals in context of branch (plan and goals, in alignment w overall direction)
Staff meetings (MM F2F): for business unit managers, monthly/weekly, gain understanding of branch operations, build relationships/trust w employees, give employees opportunity to provide feedback/input to managers
Wandering Around (MM F2F): demonstrate interest in branch/employees, gain deeper understanding of how branch operates, build relationship/trust w employees, give opportunity for employees to provide feedback/input
One-on-one (MM F2F): with supervisors, provide info regarding direction, alignment w branch/organization goals, help supervisors understand role/contribution in org, answer questions
Team meetings (MM F2F): with relevant supervisors across org, address specific short-term issues, convey alignment of project in meeting org goals
Front-line supervisors F2F
direct work of employees, translate business unit goals in context of work (business unit goals, align w branch/department goals, demonstrate how work helps org succeed)
Daily briefings (front-line supervisors F2F): safety, production goals and progress, other important info
Staff meetings (front-line supervisors): same as middle managers
Annual performance evaluation (F2F FL supervisors): annual, all employees, assessment of personal progress/work quality/behaviours, indicate strengths/areas for improvement, training plan
Wandering around (FLS F2F): same as for middle managers
F2F guidelines:
avoid jargon, don’t talk down, don’t rely on numbers, talk to employees don’t read, practice your talk, admit when you don’t know – get back to them or connect with others, use additional media, listen
Publications
can reduce: accidents, absenteeism, turnover, resistance to change, mistakes, vandalism
Publications can prevent: insurance abuse, waste
Publications can also: recognize and award achievements, explain rules/benefits/facts, boost morale/loyalty/quality, etc
Newsletters (internal publications)
most common, current (weekly/monthly), timely, 1-8 pages, short articles
topics: objectives, activities, goals, benefits, recreation/wellness, technology, financials, concerns, achievements, human interest, issues, diversity
profiles: new products/people/offices/departments/clients, single/multi-voice, look for distinguishing features/hooks
service/how to articles: reference info, resources to help employees improve skills
Informative: project updates, news announcements, big picture
human interest: odds overcome, extremes, community involvement, interesting hobbies/accomplishments - needs to appeal to larger audience, be appropriate for company publication
Other internal publications
Employees magazine: longer articles, not timely, colour, discusses issues at length, more complex design, regular departments/columns
Megapaper: longer articles, less timely, 4-8 pages, short stories w longer articles, starts w news on front page then features then comments/regular departments/columns at end, size provides flexibility w/o bulk
Management journals: info to help managers improve skills, common business focuses problems
Sales/Merchandising updates: brief newsletter for sales/merchandising staff, new products/promotions/campaigns
Marketplace compendia: relevant management articles compiled by communications dept for managers
Irregular Publications: employee Annual report (focus on success/contributions, relevant info), special publications (brochures etc to address ad-hoc issues),
preferred way for certain types of info, fast/cheap - no paper, barriers, time zones; can be two-way
Intranet
aka company website - internal internet. Has policies, manuals, benefits, reference guides, chat room, forms, seminars, newsletter, maps, reports, etc
benefits: improve access, increase message speed and reach, inspire collaboration/interaction, integrate information/transactions, deliver multimedia
negatives: can’t replace F2F or print, is passive - people only access when they have a need to find information
WONT: change corporate culture, create collaboration, be the only comms tool, force interaction from employees, be finished, solve problem of info overload
myths: employee timewaster, way to publish old material, if you build it they will come, that the work stops once it’s created (it needs to be maintained)
Internal comms considerations:
access (which employees can and can’t access ie field technicians), culture (needs to be seen as credible)
PR Online Principles
Present fact-based content (PR online principles): truth at all times, timely delivery, full story, accuracy of info
Be objective (PR online principles): be credible source, rely on experts for advice, offer dialogue/interaction w/ expert sources, reveal background of said experts
Earn employee trust (PR online principles): simultaneous contact w relevant/accurate info, disclose participation in online chat rooms/conferences, correct erroneous online info, provide counsel on privacy/security/other trust issues
Managers toolkit (comms to/from managers):
portal for managers, resources to be more effective efficient ie company info/stats, employee data, press kits, training material, management newsletter
President CEO site (comms to/from managers):
updates from CEO, Q&A section to ask questions/get answers from CEO, organizational announcements
Communities of practice (comms to/from managers):
areas for subject matter experts, employee home/web pages
Multimedia:
video conference meetings across sites, webinars/other training opportunities
Integrating technologies: provide links to related content, take advantage of strengths of each medium, employee newsletters/magazines, company youtube channel, social information, news and Q&A, viral content?
