Tips to Keep Internal Communications Distribution Lists Consistent

Do you use distribution lists to reach your internal audiences? Look up these tips to stay consistent.

Need: You may receive requests for creating lists and a few questions you may want to ask are:

-          Is the need justified?

-           Is there a DL already which exists?

-           Can they manage the need of collaborating and communicating by leveraging existing internal social networks?

 

Consistency: You may want to make the DL name consistent with company standards. For example, does it have a prefix of the group or company name or does it call out the location name?

Moderator: You can verify if there is a person identified as owner for the list. Is the owner a full time employee? This may help mitigate risks such as company or identifiable person information leaks. Does the moderator know his or her responsibilities in managing the list? You may want to either share a short note to that effect or point to a policy which exists.

Retirement: Is there a specific duration that the list has been requested for? Can the list be deleted after its usage to avoid storage concerns? A few questions on these lines can help you avoid unnecessary pressure on your infrastructure.

Client confidentiality:  Is your list including client IDs and therefore can it infringe on client confidentiality clauses your organization may have signed? If yes, then you may want to review the need for such lists.

Nomenclature: Is the list using nomenclature which is understood by your audiences? Are acronyms understood by people using it? Stick to your organization’s brand standards and nomenclature that helps audiences connect.

Have other suggestions that can keep e-mail distribution lists consistent? Do share them here.

Reinforcement of Values Key to Organizational Success

Three outstanding speakers shared perspectives on media, message and measurement in the context of organizational communication at a one day symposium held on June 6, 2013 at Bangalore.

Organized by the South India Chapter of the International Association of Business Communicators (IABC) and the Public Relations Council of India (PRCI) the event aimed at broadening the impact and value of communications drew delegates from numerous communications departments in the industry and academia.  The theme of the event ‘Media. Message. Measurement’ included panel discussions and interactions with the speakers and attracted audiences from public relations and advertising agencies from different parts of the country.

I had the opportunity to speak with two of the speakers over tea – Wilma Mathews, a Fellow and accredited member of the IABC and Edward Lundquist (Ed), a former Captain from the US Navy.

As we discussed internal communications and my book displayed at the venue Ed spoke of how his role as the Navy’s media leader made him look at communications as an enabler. While there is a myth that in the military people follow orders and don’t think he believed that reinforcing values made people focus on their actions.  He used that example in his address during the event interspersed with interesting anecdotes about life in the Navy.

Susan Walker, the third speaker at the event , in an expert on employee engagement and change management and her address on listening to the employee voice received a lot of attention. She spoke of the importance of linking business profitability with communications and shared recent research reports that supporting this stand. She highlighted four elements that influenced this linkage – clarity of purpose, effective interactive relationships, and effective information sharing and leadership communications. Her emphasis on research studies and how convincing leaders to build firm foundations evinced interest from the audience. She referred to Blessing White’s study on engagement and highlighted the Indian workforces’ keenness for greater clarity about the organization and what they needed to do, getting regular feedback on how they were faring and development opportunities at work.

Earlier in the day, a key note speaker spoke on the evolving world of public relations, co-creating content, the need for adaption and the willingness for communicators to take a stand with media.

Overall, a great day spent in learning from experts from the fraternity. As a South India Chapter Board member it was proud moment for me to see the event get implemented smoothly. Kudos to the PRCI and IABC board, chapter organizers and the volunteers for a wonderful session.  A special mention for Bish Mukherjee, Head – IABC’s South India Chapter  for his leadership and foresight.

The next event will be held at Hyderabad on June 8.

Corporate Social Responsibility Trends and Opportunities for Internal Communications

How can organizations leverage corporate social responsibility trends to engage employees better?

In my article published in Simply-Communicate’s May edition I share insights and practices from corporate social responsibility studies as well as opportunities that internal communicators can tap into.

Did you know -

- that out of the 7 dimensions that drive reputation, 3 fall in the CSR category?

-  that a 5% point increase in a CSR rating translates to a 9.1% spike in the number of people who can vouch for an organization, an area barely understood and acted upon?

- that a sizable percentage  of people now leverage social media to change the world for the better, and about half percent expect to use it more in the future to promote worthy causes?

Summarizing the internal communication strategies:

1. Make social media an integral part of your CSR programming

2. Engage the  internal ‘social activist’

3. Empower stakeholders to lead ‘glocal’ interventions

4.  Maximize the impact and reach of initiatives with discipline and focus

5. Increased ownership and interest for CSR within corporate and marketing teams

I am interested in your views on these trends, strategies and expectations.

 

What Makes A Communications Team Get Better At What They Do?

What are the signs that indicate a communications team is on the right path?

If you spot business leadership participating in the team’s programs, if the team often converges and revisits their approach and thinking and they are open to diverse perspectives from within and outside the organization I believe the team is heading for success.

I had the opportunity to speak on May 20, 2013 at an annual conference of an enthusiastic group of corporate communicators from a large, diversified multinational leader in the automotive space as they went about their business of planning and reenergizing. With the Managing Director and other senior leaders of this organization in the room this group did have a seat at the table.

Addressing the gathering at the conference

They had a speaker address the group on external communications and I talked on the future of internal communications and the new world order.

With communications as a function evolving every day I focused on the new ‘mindset’ and skills that will make corporate communicators stay ahead of the curve and be relevant to stakeholders.

Apart from sensitizing the group on trends shaping the new world order I also shared newer approaches to address social media, staff across multiple locations and diverse worker categories within organizations.

Since the group had practitioners who managed white and blue collar workers some of the perspectives I shared did come across as revolutionary! However, the questions asked on social media engagement, the role of the communicator and efficient ways to approach communications made me feel like this group had the chops to go the extra mile.

Introducing the theme – the future of internal communications

Overall, a great interaction and a wonderful way to delve deeper into the minds of corporate communicators.

How Can You Build A Strong Internal Communication Team? Read My Article in the May/June 2013 edition of SCM Magazine

Building your Internal Communication team and its competencies should be closely aligned to the needs of your organization. Establishing the current challenges that the business faces is crucial in this, and there are specific questions you can ask yourself:

• Is engagement waning?
• Is attrition rising?
• Are there formal collaborative employee networks in place?
• Are employees aware of the organization’s goals?
• Are employees aligned to where the organization is heading?
• Do they know their role in the organization’s success?
• Is trust in leadership dropping?
• Is the basic infrastructure in place?
• Are timely, consistent, relevant, and frequent messages missing?

To make sure your team is able to respond to these challenges, you need to coach them effectively. Check out my article that was printed in the May/June 2013 edition of Strategic Communication Management Magazine by clicking here.

Who Will Bell the Social Media Cat?

I am sharing a case related to the blurring of lines between internal and external communications functions.  With social media straddling both worlds it is inevitable that communicators will often be called upon to address issues beyond their spheres of influence.

The Case

A disgruntled employee anonymously creates a page on a social networking site and invites friends to post derogatory comments on the company’s culture, policies, work ethics and other staff. He uses the company name in his content. It slowly gets eyeballs and can snowball into a public relations nightmare.  This scenario can play out in any organization regardless of size, industry or geography.

Here is a conversation within Trigger Ltd as they come to terms with the crisis and how they must handle it.

Vikram leads Marketing and Communications for the organization which has a mix of 15000 blue and white collar workers working in the telecom sector and runs operations in 6 cities in India and 10 abroad. He is asked by his CEO, Raj to meet with him and discuss the issue with stakeholders including HR and the communications team.

Vikram: “This is really serious. We need to get to the bottom of this.”

Asha: (works in Vikram’s team as a social media manager) “I am yet to find out who started the page. I need some time to get this information. The person has blocked ‘likes’ and I can’t figure out the location.”

Vikram: (visibly upset) “This is not acceptable. How dare he defame the company? I will report this to the city’s police cyber -crime department and lodge a case. I want the person sued.”

Manu: (the PR Head): “Vikram, look we can’t take such actions. It will blow up in our face. This is a ticking PR time bomb. I suggest we avoid involving outside parties at this stage. I am already hearing that the press wants to know more about this case.”

Vikram: “I know it but how else can we stop this person from doing damage?”

Alex: (the HR Head) “If we can figure out the person, I can send out a warning that such actions will lead to dismissal from the organization. Employees are already talking about this page and we can delay things any longer”.

Raj: (The CEO shakes his head and retorts) “This is an issue with our culture. I need to fix it. If this person can do it and get so many ‘likes’ it is reflective of how our employees think.  What can I do to intervene?”

Alex: “Raj, I suggest you stay out of this till we get a proper grip of the issue. Let Manu or Vikram step up and do some communications around it. It is about communications and social media is one of the mediums we use and choose to use to communicate with our prospects, clients and stakeholders.”

Manu: “Hey, I am not sure this is the role of the PR team to intervene as yet. While I can be prepared for a fallout this isn’t my area. I think Asha needs to own this case since it relates to social media.”

Vikram: “I am not completely sure. I am not sure Marketing and Communications can do much at this point until we get more clarity from Asha. Since it is related to an employee it must be HR’s responsibility to tackle it.”

Raj: “Are you saying we just sit back and wait till things go out of hand? This is going to be a disaster for our business and clients may soon ask us questions. If none of you can take ownership I will shoot out an e-mail to the company about the dos and don’ts of social media.”

Asha: (sounding unsure). “Maybe, I can post something anonymously on the page or send feelers and check how the person responds.”

Vikram: “Wait Ronald and Asha – we can’t be reactive. Give me some time. Let me get my thoughts together on this and come back to the group in a day on how to handle the situation.”

Vikram thanks everyone for attending the emergency meeting and heads back to his desk.

The questions I ask are:

-           Whose ownership is it to intervene and take the lead?

-           Is it the internal communications team, the broader marketing communications or corporate communications group (as the case maybe in some organizations), the HR team, the leadership team, legal or someone else?

-          What can the group do to get ahead of the situation?

-          Who must finally communicate and how?

How can you help Vikram arrive at the best way to solve this crisis?

Interested to hear your views. Do share them on my blog.

 

 

The Future of IC in India – My Interview in the Journal of Internal Communication, U.K.

I am writing to share an extract of my interview in the Journal of Internal Communication, U.K.

The Journal, a publication from the Gatehouse Group shares best practices, tactics and insights from leaders and experts globally.

I am delighted to be featured in their latest edition.

Do read and share your views.

 

Viral Videos and Campaigns – My Review on Social Samosa

My review of a popular viral video is up at Social Samosa, a storehouse of social media campaigns and case studies.

In the commentary I share perspectives on what make viral videos click.

Read and let me know what you think.

Gauge Your Organization’s Internal Social Media Readiness Quotient

As Binu and Seema try to understand if their organization is ready for internal social media integration it helps to read the signs that can enable stakeholders to make the right decision.

Very often organizations implement social media without fully gauging the value it adds and impact it can deliver. It can also be possible that the culture isn’t ready for this new form of communication.

How does an organization know if it is truly ready for internal social media?

Here are some pointers that can support decision makers within the organization to take stock. Check your organization’s readiness quotient by taking the following poll.

Each statement carries a point. Total your score and review your current position.

A)           Purpose: Your organization is clear on how you plan to use social media internally

•              You have sought your staff’s views and have a roadmap for tapping knowledge.

•              You know which challenges you are tackling.

•              You have a vision for the future.

B)            Leadership Commitment: Your leadership team fully understands the need for internal social media

•              Your leaders are abreast with the trends in social media

•              Your leaders actively participate in social media

•              They understand how their direct engagement with internal social media drive participation

C)            Team: Your organization is invested in internal social media with a dedicated team

•              The team is specialized in technical, content and marketing of the medium

•              The team has a strategy to communicate and involve staff

•              The team has a plan to learn from internal social media

D)           Systems: The organization has a robust internal platform to manage internal social media

•              A dedicated team refreshes the system

•              The team collaborates effectively with the social media team

•              The team can keep the system operating with zero downtime

E)         Policy: Your organization has a documented social media policy

•              Your staff understands your policy

•              The policy integrates internal and external social media

•              Your organization has effective methods to educate employees on the policy

F) Culture: Your organization’s culture allows for collaboration and networking

•              Your organization has an open culture where views are often sought from staff and mistakes acknowledged

•              The culture allows for direct and even harsh feedback to be given

•              Your organization’s culture accepts free speech and expression

 G) Responsiveness: Your organization responds swiftly to situations and feedback

•              In a crisis your organization is fortnight about the issue and provides information when sought

•              Your organization is willing to accept feedback and take proactive measures

•              Your organization responds in a timely manner to questions or clarifications your employees have

Evaluate Your Internal Social Media Readiness Quotient Score:

If you have scores between 15-21, you are in the mature bracket of organizations who will do justice with internal social media.

If your scores are between 10-15, you need to invest time to build your culture and credibility among staff before you launch internal social media

If you scored less than 10, your organization isn’t yet ready for internal social media. You need to first get the basics right.

How did your organization score?

Is Our Organization Ready for Internal Social Media?

This question plagues many internal communicators today. While social media is growing leaps and bounds there are many reasons for organizations to be skeptical of its usage internally. Many fear loss of control, inability to manage employee voice and can’t comprehend how to tackle internal social media crises when the hit.

Here is a case of Poll Limited, a market research agency with over 5000 employees in 5 countries that aims to introduce internal social media. Binu, the social media chief is reluctant to get employees started while Seema, the employee communications lead believes there is merit.  Read on to understand the issues and concerns and share your views.

Binu: “Hey Seema, look I know there are tons of research reports which point to the benefits of introducing social media internally. However, from the kind of content our employees tend to post on social media vehicles such as Facebook and Twitter I am loathe to have them engage within our network.”

Seema: “Tell me more Binu about the issues you foresee.”

Binu: “To begin, our employees have limited understanding of how to use such channels. Then, we have the concern of security and information leaks. We are a market research firm with global clients. The last thing we need is a public relations disaster caused by an overzealous and enthusiastic employee.”

Seema: “You mean to say our employees aren’t mature enough to do what is right for our organization?”

Binu: “Yes, I don’t think we are ready yet. Here is a simple example. Rajesh who is our analyst in the media wing recently tweeted about a confidential project and received numerous queries from people who follow him. When we intervened he had to withdraw his tweet in a hurry. We have had employees also post objectionable stuff online.”

Seema: “Don’t you think training will help?”

Binu: “Yes, to some extent but we can’t be policing employees as well. It is social media we are dealing with.”

Seema: “What other issues prevent us from going forward with internal social media?”

Binu: “I don’t see leaders showing interest. They are hardly present online and do not own the agenda. Also, decision making is limited at the top. With social media, speed is the essence. There is no one person in charge. Lastly, marketing is busy with external media and don’t see internal social media as a priority.”

Seema: “Hmm. That is a tricky situation. Let me think a bit more and come back.”

 

How can Seema know if her organization is ready? What are the signs? How can she convince Binu to change his impression?

Keen to hear your views.