Human Resources and Communication (Case Studies)

In-house communication as part of a company's communication strategy

Human resources and finance devoted to in-house communication

Aims, possibilities and limits

Who's talking to whom about what?

Common themes for in-house communication:
projects/change– the life of the company – human resource policy – strategic
decisions

Sociology of
organisations

How do companies and organisations structure heir communication?

Taylor, Fayol, Mayo, etc…

The internal culture of a business

Regulations and role playing – the human factor

Internal
Audits (for a project, equipment, a job etc.)

Before doing anything new: analyse what exists already and what is still
needed

Analysing the structure – how things work, habits, routines

Planning
in-house communication

Why communicate ? is there a problem? Who is talking to whom? What form
of communication is appropriate for which issue?

Tools (print and/or multimedia) : internal
newsletter, welcome booklet, intranet, forum, suggestions box, questionaires,
surveys, photofile, the noticeboard,…

Formal and informal communication : orientation,
conferences, seminars, conventions, buffet lunches, brainstorming sessions,
using staff for external communication

Measuring the effectiveness of your
in-house communication

Quantity and quality: How many campaigns, newsletters etc.? Do people read
them? Do people react to them? Do they take any notice of what they say?

Assimilating and providing information:

Who is allowed to participate in in-house communication? Where does the
information come from?

How to decide the best strategy for each situation?

Analysis of case studies.

In-house
communciation and change

Explaining changes, justifying new projects,
squashing rumours, proviing maximum transparency

In-house
communciation as a means of healing

Listening, defusing tension, taking part in
internal debate, the role of the trade unions