Internal communication can be used as a tool to develop and strengthen the corporate identity and culture of an institution. It does so by promoting values central to this identity such as a culture of teamwork, collaboration and performance excellence by enhancing employees’ sense of belonging, their engagement and their commitment to service excellence.
Guideline code
COM_02500
Mechanism
Mechanism
- The Head of Management should communicate openly and often and encourage others to do the same.
- A staff development programme should be put in place to develop and build skills such as public speaking, listening, asking questions and giving feedback.
- The communication unit should ensure that speakers and target stakeholders are well-prepared for exchanges, for example by:
- Preparing the key messages to be conveyed, with the goal of helping employees to link what they do with the institution’s objectives;
- Using an adequate communication format that encourages frank and open exchange with the audience;
- Encouraging the audience to see the activity as an opportunity to both receive and convey information and to clarify issues.
- The communication unit should establish a mechanism through which the staff can systematically provide feedback on the communication process itself, issues raised during the interaction, and any other information they would like to receive or convey.
- The communication unit should support the human resources unit in the organization of events to reinforce the esprit de corps of the institution.
Parent
Structure
Structure
- The Head of Management should use internal communication as the lynchpin to inspire employees to work as a team, set an open and communicative tone for internal communication, and lead by example.
- The heads of internal units should likewise use internal communication to inspire their respective units to work as a team, set an open and communicative tone, and lead by example.
Title HTML
Guideline 21. Purpose of internal communication
Type
Guideline_1
Weight
27