{"id":4229,"date":"2020-11-02T19:03:46","date_gmt":"2020-11-02T18:03:46","guid":{"rendered":"https:\/\/www.open-knowledge.it\/?p=4229"},"modified":"2021-10-26T17:27:55","modified_gmt":"2021-10-26T15:27:55","slug":"internal-communication-our-answers-to-the-new-challenges","status":"publish","type":"post","link":"https:\/\/www.open-knowledge.it\/en\/internal-communication-our-answers-to-the-new-challenges\/","title":{"rendered":"Internal communication: our answers to the new challenges"},"content":{"rendered":"[vc_section full_height=”yes” content_placement=”middle” css=”.vc_custom_1633446211926{background-image: url(https:\/\/www.open-knowledge.it\/wp-content\/uploads\/2020\/11\/Comint_cover-3.jpg?id=4254) !important;}” el_class=”full-width”][vc_row][vc_column width=”5\/6″][vc_column_text]\n

Internal communication: our answers to the new challenges<\/span><\/h1>\n[\/vc_column_text][vc_column_text]In the last few months, together with face masks, internal communication continues to be on everyone’s lips. While some people just talk about it, we at OpenKnowledge are reflecting on the ongoing transformations in order to integrate them into our approach.<\/span>[\/vc_column_text][\/vc_column][vc_column width=”1\/6″][\/vc_column][\/vc_row][\/vc_section][vc_row][vc_column][wgl_spacing spacer_size=”30px” responsive_mobile=”true” size_mobile=”60px”][vc_column_text]\n\t\t\n\t\t
\n\t\t\t\n\t\t\t\n\t\t\t\t\n\t\t\t\t2 November 2020 \n\t\t\t<\/span>\n\t\t\t\n\t\t\t\n\t\t\t\t\n\t\t\t\t<\/span> 5<\/span> min.<\/span><\/span>\n\t\t\t<\/span>\n\t\t<\/div>\t\n\t\t\n\t[\/vc_column_text][wgl_spacing spacer_size=”30px” responsive_mobile=”true” size_mobile=”60px”][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text]The current pandemic got us involved into an unprecedented, uncertain and rapidly changing situation: before returning to normal (or not, in some cases) we are going to face several phases. In this scenario, internal communication, as an \u201cinstitutional and reliable\u201d tool that allowed all corporate teams to share messages in a transversal and correct way, became a key element. The last few months have been an extraordinary opportunity to elevate internal communication to a more profound level<\/strong>: it was called to be even more timely despite the uncertainties, and to simplify complexity by communicating with transparency and involving employees even more. These challenges show the new priorities of internal communication<\/strong>, but also that it\u2019s necessary to rethink the pillars on which it is based to manage them successfully.[\/vc_column_text][wgl_spacing spacer_size=”30px”][vc_column_text]\n

We need to rethink internal communication<\/strong><\/h3>\n[\/vc_column_text][vc_column_text]A recent publication by IC Kollectif, a non-profit organization that promotes the strategic management of internal communication, stands out among the studies related to this topic. The repertoire they provide is an updated collection of materials, both professional and academic, addressing internal communication from different points of view, all linked by the need to be rethought.[\/vc_column_text][wgl_spacing spacer_size=”30px”][vc_column_text]\n
But what does it mean to rethink?<\/strong><\/h5>\n[\/vc_column_text][vc_column_text]We asked ourselves: if it needs to be rethought, how should we do it? We thought of two possible interpretations: on one hand there is the opportunity to \u201cre-weigh<\/strong>\u201d internal communication to improve it<\/strong>, as the etymology of the verb rethink suggests. On the other hand, there is the opportunity to find something new that will radically transform it<\/strong>.<\/p>\n

In both cases we are talking about the need to change internal communication and build more empathy towards employees, but it\u2019s already detectable a subtle distinction. Let’s see what it is.[\/vc_column_text][wgl_spacing spacer_size=”30px”][vc_column_text]\n

For everything to remain the same, everything must change: promoting empathy to bring people where you want them to be.<\/strong><\/h5>\n[\/vc_column_text][vc_column_text]Let’s start from the first interpretation: \u201cre-weigh\u201d internal communication to improve, refine and regenerate<\/strong> it<\/strong>.<\/p>\n

This approach is useful where, during the most intense phase of the pandemic, a satisfactory performance of internal communication has already been observed in terms of promptness<\/strong>, action<\/strong> and sensible use of tools<\/strong> (news, dem, email, videos, infographics, podcasts).<\/p>\n

These are all necessary but perfectible elements<\/strong>, given that in emergency situations there is a significant reduction of the human aspect<\/strong> to give substance to information. If we were to synthesize this observation through our three-phase methodology, inform, engage, do<\/em>, this would be the weight of each phase.[\/vc_column_text][wgl_spacing spacer_size=”45px”][vc_single_image image=”4232″ img_size=”full”][wgl_spacing spacer_size=”45px”][vc_column_text]A natural imbalance in times of emergency, but equally risky: in fact, if on one hand it satisfies the information needs of employees, on the other hand it can generate excessive adherence to company objectives and policies, leading people to be where the company wants them to be<\/strong>. This necessity, enhanced by the current situation, must be combined with awareness: more information does not necessarily mean greater empathy<\/strong> (How to guide employee & internal communication, Edelman<\/a><\/span>). \u00a0A further effort is therefore needed to balance the remaining phases.[\/vc_column_text][wgl_spacing spacer_size=”30px”][vc_column_text]\n

For everything to change, everything must change: empathy to bring people where they need to be<\/strong>.<\/strong><\/h5>\n[\/vc_column_text][vc_column_text]The second interpretation reformulates the famous phrase of Il Gattopardo in \u201cFor everything to change, everything must change\u201d, releasing internal communication from the definitions that have characterized it until now. Although this approach may appear extreme, it seems to be the option that will give space to \u201cengage\u201d<\/em> and \u201cdo\u201d<\/em>, backing up the rising expectations of internal communication<\/strong>.<\/p>\n

Nowadays, people have greater awareness about the role of internal communication <\/strong>and they understand that, in addition to having an important value on decision-making tables (How to secure a seat at the table post COVID-19<\/a><\/span>), it means a lot for their working life (10 Shocking Internal Communications Stats You Can\u2019t Ignore<\/a><\/span>).<\/p>\n

This acknowledgement translates into a rise in expectations<\/strong> and a greater demand for employee involvement. An involvement that must not only consider the geographical location of work, the time spent in the company or the job title, but it must also explore other parameters.[\/vc_column_text][wgl_spacing spacer_size=”30px”][vc_column_text]\n

Post-lockdown personas \u2013 The importance of listening<\/strong><\/h5>\n[\/vc_column_text][vc_column_text]If before the pandemic one of the main missions of Internal Communication was to communicate the right message to the right person through an accurate target segmentation, now the challenge is to develop an empathic communication with all employees<\/strong>. \u00a0We need to create empathy to get people not just where you want them to be, but where they need to be<\/strong>.<\/p>\n

The \u201dwhere\u201d is not to be understood as a physical place, but as a communicative need that changes along with the impacts that the pandemic has caused on people.<\/p>\n

Considering the game-changer and turbulent scenario that we are living, it is not easy to stop for a moment and listen, despite the numerous tools available (from the most complex surveys to pulse surveys, from focus groups to more participatory workshops). It’s not easy because you need to be able to put sentiment<\/em> at the service of communication<\/strong>.<\/p>\n

A great opportunity for internal communication<\/strong> comes into play at this critical point: a tool for personas<\/strong>, in other words the fictitious but plausible reconstructions of employees. Below, a series of possible personas proposals.[\/vc_column_text][wgl_spacing spacer_size=”45px”][vc_single_image image=”4234″ img_size=”full”][wgl_spacing spacer_size=”45px”][vc_column_text]\n

What does the adoption of personas mean within an internal communication plan?<\/strong><\/h5>\n[\/vc_column_text][vc_column_text]Semantic change: <\/strong>the words used in news, newsletters and as narrating voice of a video are significant objects. These can be slow and fast, heavy and light, rigid or flexible. Their use in any internal communication tool helps to create a narrative<\/strong>, in other words an interpretative framework inside which the employee finds himself. Going back to the hypothesis of personas proposed above, it is clear that expressions that draw from semantic fields related to recovery, opportunities or to the future are not suitable for those who still feel fear and uncertainty.<\/p>\n

Personalization of initiatives<\/strong>: engagement initiatives, protagonists of the \u201cengage\u201d phase, aim at putting the employee in an active position. Within the context of the current situation, internal communication must bring people together, not divide them<\/strong>.<\/p>\n

This is possible by working on it in two ways, following two separate directions: on one side, internal communication must nourish a sense of belonging to the company, on the other it must act as a glue between<\/em> people and for<\/em> people. In light of this consideration, listening to experiences and the related construction of personas, is even more functional to put on track not only company-driven<\/em> but people-driven<\/em> engagement initiatives.<\/p>\n

For example, \u201cuniversal\u201d engagement initiatives in which employees participate bottom-up could be implemented as well as more personalized ones, which could be based on their characteristics and sentiment.<\/p>\n

A \u201cback to normal\u201d<\/strong> for internal communication is possible<\/strong>, but with the condition that there will be a new awareness of the value of empathy<\/strong> and of the impacts it can have on communication outputs. Keeping these aspects in mind represents a useful starting point for understanding that even the methodologies in use must evolve<\/strong> in an increasingly V.U.C.A (Volatile, Uncertain, Complex, Ambiguous) world. An example? The inform-engage-do<\/em> methodology that characterizes internal communication plans for our customers will increasingly integrate with a dimension dedicated to listening to employees and adapting initiatives in line with their sensitivity.[\/vc_column_text][wgl_spacing spacer_size=”45px”][vc_single_image image=”4236″ img_size=”full”][wgl_spacing spacer_size=”45px”][vc_column_text]The \u201cinform\u201d phase could thus be integrated by a previous \u201chear me\u201d activity<\/strong> through which the stylistic code of the communication plan can be differentiated. To address an \u201centhusiast\u201d nostalgic of the office who was waiting for nothing but going back, the message should express the same enthusiasm, while for the \u201cresistors\u201d it should be more reassuring.<\/p>\n

The \u201cengaging\u201d phase, if understood as an extended phase of the first, could become an opportunity for participation, but also a moment to get to know (\u201cknow me\u201d) the deepest perceptions of employees<\/strong>. For example, the \u201centhusiasts\u201d could be involved in the creation of a photo album \u201cYour home office\u201d so as to recreate a home version of the office, while for the \u201cresistors\u201d the same initiative could be declined into a video where they can illustrate the benefits of working from home.<\/p>\n

In light of these liaisons<\/em>, the \u201cdoing\u201d phase is enriched by a broader meaning<\/strong> that we can call \u201cvalue me\u201d<\/strong>. It is the value that remains in the heads and hearts of employees.[\/vc_column_text][\/vc_column][\/vc_row]\n","protected":false},"excerpt":{"rendered":"

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