Internal communication takes a front seat at LIME, a full service telecommunications service provider in the Caribbean. Employee engagement and improved operational performance are the main objectives at LIME and communication is distributed to employees via channels that matter.
The use of internal social media is also quite prevalent, allowing employees to join in and participate in corporate discussions.
EPICOMM had the opportunity recently to connect with Kerron Williams, former communications manager at LIME, to discuss the nature of employee communications and how business results were directly correlated to this corporate function during his time with the company.
The result of our conversation with Kerron yields some interesting points that need to be considered. Internal communication is a method by which trust levels increase. In turn, trust levels fuel performance and results. This special article takes a look at why organizations need and must place internal communication in the limelight.
Internal communication is a numbers enabler
Often times (and more often than not) internal communications is deemed as a “fluffy” role. All talk and no results, in other words. It is dangerous to think this way because internal communication campaigns provide employees with the ammunition to succeed.
As Kerron explains: “I was responsible for leading a Q4 pre-Christmas holiday internal campaign. The campaign was designed to motivate and inspire employees to maximize sales. We set up a microsite and published very created sales resources for employees. We kicked off launch day with an exciting event that had executives on the floor, speaking directly with employees. We included employee’s best practices and sales tips on the microsite – giving employees the opportunity to feel as though they were contributing to the campaign (which they were). The internal campaign was very successful – we deliver a successful sales quarter (above sales target). Our success was based on the information we provided employees. They felt and were made to understand that they played a role in the business – they were aligned with the campaign objectives and were given messages to help them succeed. Our numbers were directly related to internal communication.”
The present is defining the future
Internal communication is paving the way to long term fundamental change – not only in relation to the contribution it brings to business but also, mindsets are now shifting towards strongly revering and relying on the function. “Hands down, internal communication will be seen by all as an imperative to business success,” explains Williams.
Williams continues: “Communicators are starting to be able to quantitatively demonstrate value and we see this in the results of employee engagement surveys that show increases in employee understanding and awareness of corporate result and objectives. What’s more, internal communication strategies will be built not simply on the need to disseminate information but to increase engagement. Finally, we are seeing internal communications reporting less and less to the HR Director and more and more to the CEO, or even better, to the VP of Communications.” Consequently, internal communication is gaining traction, authority and no doubt, creating greater impacts.
Internal communication is dynamic
Internal communication is no longer just about doing but it is about being. Attitudes are shifting and it is because internal communication is fueling performance. The communication professional is not simply being reactive any more; rather, a more proactive approach is being taken and relationships are being built across business units so as to build strategies to holistically address business needs. Channels are increasingly being selected not just on the premise of easy distribution, but also on the premise of convenience for the end user. The medium continues to be the message (Marshall McLuhan) and contemporary internal communicators are placing serious thought on not just the message but also the means by which messages are delivered. Because how you say something is just as important as how you say it.
Overall, Kerron’s LIME example shows us that to truly be effective, internal communication must be a priority across an entire organization. Senior leaders (and the CEO especially) must prioritize employee communications, giving internal just as much thought as external. Communicators must foster relationship across the business so as to speak holistically. Finally, the distribution channel must cater to the needs of the audience.
To close: The first step towards successful internal communication is about accountability. If organizations do not take ownership of the function then a spiral effect will result – a negative effect. Internal communication is what ensures employee understanding and ultimately, it drives results to keep you smiling (and possibly, employed).
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