Strategic communication is key to employee engagement
“Engaged workers are the lifeblood of their organizations,” noted The Gallup Organization in its 2013 State of the American Workplace Report. Those companies found in the top 25% of Gallup’s Client Database, as measured by indices of employee engagement, have significantly higher productivity, profitability, and customer ratings, less turnover and absenteeism, and fewer safety incidents than those in the bottom 25%. Effective employee communication is a key driver of employee engagement and engaged employees contribute to better financial performance. A well-designed communication program successfully conveys the organization’s strategic plan and other important organizational information to the employee. It results in well-informed employees that embrace business priorities and are connected to the product. Employees understand how and why the company, its competitors and those in their industry create value and serve customers and stakeholders; they understand how their work impacts the success of the organization.
The development of the organization’s strategic communication plan, the creation of its core messages for employees and the method for dissemination must be thoughtful and deliberate. Senior leaders must be actively and personally involved in developing it. Before creating the strategy, leaders agree on the key decisions that must be made and the criteria for making them. Goals and desired outcomes are well defined. Weaknesses in existing communications practice are identified and addressed. There is an understanding of audiences to be reached, which involves a full consideration of the internal constituencies and external stakeholders that might ultimately be reached. Attention is paid to each party’s concerns, any opposition, requirements and objectives. The messages that result must have a clear and consistent thread to effectively describe organizational strategies and business objectives. They are communicated with authenticity, purpose and consistency.
As the business world becomes more complex, so do the messages. Consequently, it is even more important to communicate complex messages to employees in a clear, focused way that builds and maintains the momentum for the organization’s priorities. In the end, an individual employee must be reached through the communication. The individual must know what to do differently and appreciate how and why they should do it. Management must tell employees how a business change or new policy will affect them. Employees deserve consistent and regular information about such change.
The careful, coordinated rollout of the targeted communication involves an education process that is designed to gain support and shift attitudes and actions in alignment with established objectives. Messages are most effective when communicated through more than one medium; so multiple communications channels are used. They can include print, forms of social media, the company’s intranet, town hall meetings and most importantly, face-to-face discussions. Significant messages are repeated over and over again.
Leaders must discern where the communications effort is “working” and “not working”, by actively seeking feedback. Lasting impact requires two-way communication. Leaders spotlight performance and behavior that advance the strategy, recognize successes and celebrate milestones. Through effective communication, leaders generate support for organizational strategy, motivate useful behaviors and, through engagement, allow the employee to participate in creating the desired change.
