20 september 2019
"I go for proud and engaged employees.’ These were Ann Dobbeni’s, creative connector at f-use, first words during our internal communications workshop. And we couldn't agree more. After all, engaged employees should be every manager’s goal. But how can you improve your internal communications? And more importantly: how can internal communications and human resources work together? We give you 3 tips.
> 'Managers need to interact more with their team'
Why do employees leave the company? Managers, their communication or the lack thereof play a major role. Managers expect their employees to be engaged. But employees also expect something in return: interaction. And interaction is often lacking.
Tip: use the Gallup Q12 questionnaire. Many questions are about the relationship between employees and their managers and therefore measure the employee’s engagement. One of the questions is: “In the last seven days, have you received recognition or praise for doing good work?” After analysing the results, human resources and internal communication can support managers to interact more with their employees.
> ‘Don't just write your company values on the wall'
Communication and information aren’t synonymous. And yet 90% of all communication goes to informing co-workers: announcing events, sending newsletters and filling communication channels. Or just think about the company values hanging on the wall, while employees aren’t really experiencing them. Communication often is too operational and too focused on short-term goals.
Tip: internal communications and human resources have to think long term. And they can only manage to do this by connecting people, engaging people and changing things.
- Connect: align your communication with your values
- Engage: support your colleagues with tools and templates
- Change: build bridges between teams, departments and customers
> 'Let me know what your concerns are’
Training courses are the ideal way to support your co-workers. But ask yourself: is your training employee centric? Employees often are only invited to listen, but not to give feedback themselves.
Euromaster asked Ann to supervise the implementation of an SAP system. During this change process, Ann visited dozens of tyre centres with one question:
“How do you feel about working with a new system?” 'Let me know what your concerns are.'
Ann received feedback and used this to design an interactive training course. Ann’s goal? One: to familiarise employees with the new system. Two: to facilitate dialogue. By organising the training well in advance of the new system’s launch, there was still time to communicate the employee’s comments to the development team.
Tip: ask your employees for feedback before, during and after your change process. Invite them to a training course and invite them to give feedback to guide the design of the training course. If you pay attention to resistance and incorporate it into your communication, project or training, your employees will be more positive about change.