Five key points for managing internal communication 2.0

Estimated reading time: 5 minutes

Editor’s note: We’ve invited Pablo Fuentes, internal communication manager at Telefónica Latin America, once again to share with us his tips on managing internal communication in companies on #ZyncroBlog From his experience emerge ideas like the ones he has prepared for us today: Thanks, Pablo, for joining us once again on #ZyncroBlog!! Remember, on his Spanish-language blog relatoscorporativos.com (Spanish), you’ll find the best strategies and ideas for implementing communication 2.0 systems, as well as the latest trends in corporate communication.

Sandra finished her presentation before the Management Board feeling like she had won the battle. However, a few seconds that felt like an eternity went by before the Chairman confirmed her victory, “Well done, go ahead.” Worn out, she sat back down with a sigh of satisfaction. They had given her internal communication 2.0 project the green light.

It hadn’t been easy. One director seemed to be worried about employees participating. “Any employee can participate and give their opinion?” “How do you control what they say there?” Another had doubted the truthfulness of the contents published. “Who says that the information is correct?” and a third had questioned the usefulness of the tools, “They’re all very nice those blogs and forums, but what do they bring to the business?”
For days, Sandra had prepared gallons of coffee, replying to all the possible and impossible questions. What’s more, she had been told about a blog, Relatos Corporativos, where she had found the key points for managing her new internal communication model:

  • 1. The model 2.0 is an evolution, not a revolution. The Intranet will continue to be the door to the employee’s services and contents. (The Intranet itself will evolve towards a more participative environment.)

New tools 2.0 will promote and help synergies with existing internal communication channels!!

  • 2. Official company information will always exist. Sandra made it clear to the board that the official corporate information wouldn’t disappear; quite the opposite, it would become the main pillar of internal communication. One of her major challenges from now on would be ensure coherence between official and unofficial information generated in participation spaces.
  • 3. Contents aligned with the business. New tools 2.0, a wiki, a networks of blogs, a forum and even an internal social network need to be focused on the needs of the business. For that reason, it is important to define a contents policy beforehand that covers the objectives of the strategic plan and leverages the plan, be it about innovation, customer focus, service development, efficiency in processes or reinforcing the employees’ commitment.
  • 4. Policy of participation. The first step in managing participation is identifying the user. Here Sandra found an unusual ally, the head of security, “The employee is registered with their username and password? Ah! Then it’s like sending an email.” That more or less sums it up. What’s more, the internal communication team will supervise postings and moderate contents, watching for coherence and encouraging and focusing conversations towards strategic matters.

Participation generates value, helps identify talent in the organization and democratizes knowledge

  • 5. Incentivizing participation. As I said, participation generates value, helps identify talent in the organization and democratizes knowledge. But Sandra knew that achieving that participation is the major challenge in any internal communication team. It’s done in two ways: by providing value to the internal customer so that they see its usefulness; and by building a true digital culture through HR, with specific training plans and actions for promotion and involvement (see story Five key points for focusing an internal communication model 2.0 – in Spanish). For the rest, for the debate about participation and quality of the contents, Sandra found a new ally, the director of the office in Argentina, “Che, when I sing alone in the shower, I sound awful, but when I go to the stadium and we all sing together, it’s melody.”

The success of Sandra’s plan will depend on the positive impact it has on the business and above all, on its ability to show it in the specific indicators.