Internal Communication as a strategic tool for organisational management
3 minutes read
- Faced with digital transformation, hybrid work and uncertainty, internal communication stops being operational and becomes a strategic tool for aligning people with the organisation.
Communicating is not only informing; it means opening spaces to listen to people, to learn their concerns, ideas and opinions, and so strengthen their commitment and sense of belonging.
Internal Communication (IC) remains a key issue for organisations, especially in an environment that is changing fast. Solid companies, profitable models and successful strategies have stopped working, which forces a rethink of how we act.
New challenges are now added, tied to digital transformation, remote and hybrid work and the need to adapt constantly to ever more dynamic environments. In that context, IC stops being an operational element and becomes a strategic factor that aligns people with the organisation’s objectives and purpose.
Every day we see companies being sold, merging, cutting staff or closing operations to face the crisis. That creates confusion, rumours and uncertainty inside organisations, and demands skilful management from executives to steer the company with confidence.
That is precisely where IC plays a fundamental role. Despite the sheer number of communication tools and channels, IC has become one of the great professional challenges of the 21st century.
More than ever, organisations need to respond quickly to the demands of their environment and to their own internal needs. Staff will only be able to act in a coordinated way, when and how the company requires, if they have leadership capable of communicating expectations clearly and giving timely feedback so adjustments can be made in time.
Communicating is not only informing; it means opening spaces to listen to people, to learn their concerns, ideas and opinions, and so strengthen their commitment and sense of belonging. It is time to stop, breathe and review what we do well and what we can improve.
IC is like a company’s circulatory system, carrying oxygen to the different departments. We must not let staff creativity and productivity suffer from a lack of information or clear expectations. When people understand where the company is going and how they can contribute, their impact on results grows.
Having tools to assess the effectiveness of channels, flows and messages makes it possible to measure satisfaction with IC, identify key factors and design policies and procedures that match the organisation’s real needs. To that end we recommend carrying out an IC audit. The main dimensions to assess are:
a. Institutional knowledge: knowledge of and identification with the company’s mission, vision, values and purpose, as well as its policies, products and the duties of the role.
b. Internal communication media — written, spoken and digital platforms (content, effectiveness, frequency, timeliness, design and style)
c. General integration: activities that encourage integration, such as celebrations, meetings and spaces for interaction.
d. Recognition: formal and informal practices used by the organisation and by supervisors to value performance.
e. Communication with:
- Management: the flow of information from senior levels to the rest of the organisation.
- Direct reports: the quality of communication between staff and their supervisors.
- Supervisors: how leaders communicate with their teams, their capacity to listen, their openness and guidance.
- Interdepartmental: the quality of communication between the different areas.
- Employees: formal and informal interaction between colleagues.
j. Overall satisfaction with communication: staff’s general perception of internal communication.
It is essential to draw on the knowledge and experience of staff, encouraging spaces where they can contribute ideas and suggestions. Involving people in improving communication strengthens processes and drives innovation and a sense of belonging within the organisation.
The author is the founder and president of AF Comunicación Estratégica