Page 28 - Warwickers Communication Counts v2015
P. 28
28 EMPLOYEE CONNECTIONS employee
connections
Strategy Frontline delivery of services
For internal communication to take on a strategic role it must help the sharing of knowledge and
information, encourage collaboration, create shared meaning and support decision making.
Overall it must add value by connecting the business strategy to what happens on a day to day
basis. Through providing for content, context and conversations. The strategy and business
priorities need to be communicated in words that mean something to your people so they are
heard and encourage action. Talk about the behaviours that will make a difference: going the
extra mile for customers, spotting new opportunities, finding process improvements.
Information How best to share, structure and gain meaning from data,
concepts and messages.
Connections How people perceive and relate to each other involving
issues of trust, credibility, collaboration and relationships.
Each individual should be able to see their personal ‘line of sight’ between what they do and
business performance; understand who their customers are and their impact on the business
customer; know how they add value and how they can help? And how their role fits into the
organisation jigsaw with all of their colleagues – the connections that matter. Vertical
communication, alignment and connections between teams and divisions across the organisation
are as important as horizontal leader to employee dialogue. The more ‘joined up’ the greater the
impact for the customer.
connections
Strategy Frontline delivery of services
For internal communication to take on a strategic role it must help the sharing of knowledge and
information, encourage collaboration, create shared meaning and support decision making.
Overall it must add value by connecting the business strategy to what happens on a day to day
basis. Through providing for content, context and conversations. The strategy and business
priorities need to be communicated in words that mean something to your people so they are
heard and encourage action. Talk about the behaviours that will make a difference: going the
extra mile for customers, spotting new opportunities, finding process improvements.
Information How best to share, structure and gain meaning from data,
concepts and messages.
Connections How people perceive and relate to each other involving
issues of trust, credibility, collaboration and relationships.
Each individual should be able to see their personal ‘line of sight’ between what they do and
business performance; understand who their customers are and their impact on the business
customer; know how they add value and how they can help? And how their role fits into the
organisation jigsaw with all of their colleagues – the connections that matter. Vertical
communication, alignment and connections between teams and divisions across the organisation
are as important as horizontal leader to employee dialogue. The more ‘joined up’ the greater the
impact for the customer.
