Chapter 7 Internal Communications. WAR FOR TALENT.
-
Upload
damon-williamson -
Category
Documents
-
view
238 -
download
0
Transcript of Chapter 7 Internal Communications. WAR FOR TALENT.
![Page 1: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/1.jpg)
Chapter 7Internal Communications
![Page 2: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/2.jpg)
WAR FOR TALENT
![Page 3: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/3.jpg)
Recruiting – Start Early, Build a Reputation
![Page 4: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/4.jpg)
Google: Fortune Best Company to Work For 2012
![Page 5: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/5.jpg)
![Page 6: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/6.jpg)
Defining Internal Communication
Internal communication is “the planned use of communicaton actions to systematically influence the knowledge, attitudes and behaviours of current employees” (Stauss and Hoffmann, 2000).
Bowen (2006) defines internal relations is “building and maintaining relationships with all the publics inside an organisation” from lower supporting staff to top management personnel.
![Page 7: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/7.jpg)
Defining Internal Communication 2/2
Van Riel and Fombrun (2007) argued that an excellent organization puts emphasis on communicating with five key stakeholders such as employees, customers, investors, government, and the public.
An internal stakeholder – an employee – is a key organisational asset.
Although some organisations have put internal communication under the responsibility of the Human Resource Department, it is argued that internal communication must report to the Corporate Communication Department to build an effective communication system.
![Page 8: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/8.jpg)
Importance of Internal Communication
According to Argenti (2007: 138), “in the post-Enron era, many empoyees are functioning with a greater degree of cynicism or distrust of corporations and their senior managements”.
They are concerned about “how senior management is communicating with them, what is being communicated, and whether or not the feel engaged in and aligned with the company direction” (Argenti, 2007)
![Page 9: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/9.jpg)
Changing environment
Today’s employee well educated Higher expectation Want to understand more Outsource
Today’s workplace Tighter staffing Longer hours Greater workloads performance
![Page 10: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/10.jpg)
Changing Environment (cont)
Business Complex Highly competitive Employee participation – inform, engage
![Page 11: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/11.jpg)
The Trends in an External Macro-Environment Influence Internal Communication
Figure 6.0: The PEST Analysis (political, economic, social and technological): Building Strategic Internal
Communication
![Page 12: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/12.jpg)
External Macro-Environment 2/3
Political Trends in the political environment relate to
new legislation, government policy, national and international politics (Tench and Yeomans, 2006)
Economic Trends in the economic environment are
often associated with the laws of supply and demand (Tench and Yeomans, 2006)
![Page 13: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/13.jpg)
External Macro-Environment 3/3
Social Trends in the social and cultural environment
should be taken into account as changes will affect the future market that emerges and the ‘kind’ of generation particularly relating to demographic structure of the society.
Technological Trends in the technological environment relate
to the changing information communication technologies affect the nature of work and the nature of jobs (Tench and Yeomans, 2006)
![Page 14: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/14.jpg)
Organizing the internal effort
Communication audit Goals – important assets Where report?
![Page 15: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/15.jpg)
Implementing an effective internal communications program
Communicate up and down Make time for face-to-face meetings Communicate online Create employee-oriented publications Communicate visually Focus on internal branding Consider grapevine
![Page 16: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/16.jpg)
How to Succeed with Employees
1. Create an atmosphere of respect.2. Treat employees as insiders.3. Build-up corporate loyalty: “Ambassadors
of Commitment.”4. Capture more discretionary time.5. Increase two-way communications.6. Invest in decent publications.7. Listen to and use the grapevine.
![Page 17: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/17.jpg)
Employees Relations: Measuring Internal Communication
Today’s corporations try to attract best and talented professionals and retain current skilled workers.
Recently, a number of Malaysian business leaders agree that managing talent is vital for their corporations.
Employees relations is about how senior managers communicate coherent messages pertaining to organizational policies with their skilled staff using appropriate communication channels such as emails, telephones, and video conferences and so forth.
![Page 18: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/18.jpg)
Employees Relations: Measuring Internal Communication 2/2
According to Krone et al, 2001 in Van Riel & Fombrun, 2007: 188), employees relations consists of four roles:
Efficiency Internal communication is used primarily to disseminate
information about corporate activities. Shared meaning
Internal communication is used to build shared understanding among employees about corporate goals.
Connectivity Internal communication is used mainly to clarify the
connectedness of the company’s people and activities. Satisfaction
Internal communication is used to improve job satisfaction throughout the company.
![Page 19: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/19.jpg)
Effective Internal Communication Programs
Flow of Communication Downward communication – [management
to employees] Upward communication – [employees –
management] Horizontal communication – [employees –
employees] Relationship Management Bulletin and Publication Internal Branding Program
![Page 20: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/20.jpg)
Selecting externally – engaging internally
Build the Employer Branding strategy Be out there (academia, conferences, forums,
professional clubs, corporate events) Engage the business – they know their market Job enrichment: meaningful and exciting jobs Balanced remuneration / performance linked Talent programs Career Development to complement
performance review
![Page 21: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/21.jpg)
Conclusion This chapter covers a clear understanding about strategic
internal communication as a management function that requires substantial attention from top management.
However, in a multicultural country, internal communication relies on face to face interaction between managers and subordinates.
The aura of leadership and communication are key integral parts of effective strategic internal communication.
There is a dire need for internal communication or employee communication to move beyond communicating with employees, instead the role must be inspiring employees for building organisational excellence.
![Page 22: Chapter 7 Internal Communications. WAR FOR TALENT.](https://reader036.fdocuments.in/reader036/viewer/2022081421/56649d135503460f949e7eb3/html5/thumbnails/22.jpg)
The wicked leader is he who people despise.The good leader is he who the people
revere.The great leader is he who the people say,
“We did it ourselves.”
-Lao Tsu