IDS HR Study 741, January 2003

Internal communications

• Looks at how employers use a variety of complementary channels to get messages across and encourage feedback
• Examines how organisations evaluate the effectiveness of their communication strategies
• Considers where responsibility for internal communications lies
• Includes six detailed case studies

While technology has opened up new possibilities for communicating to staff, in practice the best results are often achieved through a mix of traditional and contemporary media. Moreover, if internal communications are to be fully effective, management has to have a genuine commitment to creating a dialogue with staff that involves as well as informs them.

For the purposes of this Study, internal communications are defined as 'direct', two-way communications between employers and their staff. Therefore, communications involving union or employee representatives - important in the mix of communication and consultative processes at most organisations - are beyond its scope. The contribution that clear and effective channels of communication can make to an organisation is substantial, not least in enlisting employees' support for business objectives and motivating them to raise performance. Where appropriate mechanisms are in place, employees are also more likely to offer feedback and come forward with ideas.

Drawing on six detailed case studies, this IDS Study examines the various communication channels and how they work in practice, including newsletters, e-mail, business TV, videoconferencing, team briefings and roadshow events. It also highlights the role of communications in change management, showing how special communications exercises are undertaken to raise staff awareness, reinforce messages and provide opportunities for senior managers to listen and respond to employee feedback.