The value of a multichannel strategy to communicate effectively with employees

 

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A diverse workforce can be a challenge to reach. Depending on just one channel to communicate to employees will not work. Adopting a multichannel approach will better enable you to engage with all of your employees. To accomplish this, internal communicators need to join the dots between strategy, behaviours and technology, to improve the flow and quality of communication and collaboration.

 

First review your general communication strategy:

 

  • Do you have goals and objectives for your communications? Everything should be aligned with

your company’s business objectives. This includes general goals per campaign, and goals

relating to your internal communications.

 

  • Select the Key Performance Indicators (KPIs) that measure your success in achieving your goals. Good KPIs to review include content popularity, survey responses, take up of safety initiatives, response to change management, video views, event registrations, or an increase in intranet or social network traffic – to name a few. Match the metrics you use to measure your success to the KPIs you have selected.

 

Conduct a channel audit

 

While you are reviewing channels available to you, also take the time to identify where you need to update your channel technology (such as email and intranet) to technology that saves you time, and delivers the real-time metrics and analytics you need. Having this type of insight will help you assess the channel popularity and audience preferences.

 

Channel strengths – Take a look at the existing communication channels available to you. Understanding their strengths will help you improve how you use each channel to help you reach a diverse workforce.

 

The role of insight and measurement in your success

 

Measurement lets you understand the impact of what you’re doing. Review your access to measurement in each of your channels, and use those selected metrics to help you gain insight into your campaigns. In the selection of metrics you use, try to be consistent in your choice across each of your communication channels. By doing this you are not looking at channels in isolation – you are getting consistent insight into engagement across all channels, allowing you to make decisions based on these insights.

 

For example measure adoption and engagement, collaboration and rich media consumption (video, podcasts), and device consumption (desktop or smartphone). Collate your most influential users and top contributors, plus content, posts, pages and comment trends and popularity.

 

The future is multichannel measurement

 

Having access to individual channel metrics is the first part of your journey. To understand your channel effectiveness you need the ability to measure globally by campaign across all your channels.

 

Taking a multichannel approach – using all your channels to communicate, and measuring across your channels – will empower you to improve your communications going forward and show real business impact to stakeholders.

 

Newsweaver has compiled a PDF that includes insight from a number of communication experts, providing insight into key issues facing communicators right now. Internal Communication today – Insight from the inside

Measuring employee engagement in internal communication

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Recent studies show that over 60% of internal communicators are still not measuring internal communication. (Download the Survey report PDF).

As an internal communicator, you know it is important to measure the impact of your communication and prove your function’s business value. Yet most internal communicators are not measuring internal communication, which includes measuring employee engagement.

Why measure employee engagement? If you do not measure, you do not matter

Why are 60% of communicators not measuring internal communication? Most likely it is a combination of them not being sure where to start, not aware that it is imperative to prove the business value, and not aware of the technology that enables internal communication measurement.

Tips to help you jump-start access to internal communication metrics which will support measuring employee engagement

Use up-to-date technology
Conduct a channel audit. Identify where you need to update your channel technology (such as email and intranet) to software that delivers the real-time metrics and analytics you need.
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4 ways Internal Communication can turn change to its advantage

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As the global marketplace continues to become faster and more complex, Internal Communication (IC) must evolve to meet it. Thriving, not merely surviving, in the midst of change is what’s needed. Megan Sheerin explores four smart shifts internal communicators must make to keep pace.

If there’s one thing that tires the hardiest of communicators, it’s relentless, unpredictable change. The kind that frustrates Internal Communication’s day-to-day work as much as its long-term planning. The kind that buries us under old strategies, communication plans—and complaints from employees that what we previously communicated to them is no longer relevant.

In today’s complex and fast-paced world, near-constant change is a given. Companies that can adapt—and quickly—have a competitive edge. Managing this change successfully is where Internal Communication can help. Yet knowing where to start can be overwhelming, especially when we’re dealing with deeply entrenched workflows that once worked well.

Letting go of, or adapting, some long-held paradigms is the key to communicators meeting the expectations of an increasingly fast and more complex global marketplace. But you can’t simply drop a new approach on top of an existing one and expect to win. Before you tackle changing processes and structures, it’s critical to first shift attitudes and beliefs. Only then will your Internal Communication function—and organization—reap the benefits.

Melcrum’s research reveals four paradigm shifts IC should consider, to achieve exactly that:

1. Moving from extensive, sequential planning to adaptive, iterative planning.

Rigid sequential planning wrongly assumes change happens only before or after a communications campaign. But in reality, change can occur at any point during a campaign—or even throughout it. This means as internal communicators, we need to revamp our linear planning processes to be more adaptable. It’s about being flexible and learning as change takes place, then revising our next steps to take that new knowledge into account.
EMC is one company that does this well.

The IC function in this leading IT company manages its campaigns in short cycles—working in ‘communication sprints’ to create intermittent deliverables, in turn pulling forward returns on their campaign investments. Internal Communication works alongside its Marketing partner organization to scale these campaigns quickly, pulling in expert resources from across the enterprise and prioritizing important campaigns so that everyone is aligned.

2. Moving from favoring the change curve to employee moments of truth.

The linear change curve assumes employees progress through change in a predictable way. It’s a framework that’s served Internal Communication well in guiding workflows when the business environment was more stable. However employees today are more likely to jump around, skip over and jolt backward as they learn to adapt to change—especially when it keeps occurring and employees have more and better information sources to refer to.

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