Internal communications plan 内部沟通计划书

NZTEInternalCommunicationsPlan1July2007-30June2008PurposeThepurposeofthisdocumentistosetoutNZTE’sinternalcommunicationsstrategyfor2007/08andhowitwillbedelivered.BackgroundInternalcommunicationsisessentialtogoodbusiness.Organisationsarelikecommunitieseachwithitsownculture,structureandorganisationalhierarchyandeachmemberofthatcommunityfromtheCEOtothereceptionisthasneedsthatcanandshouldbemetbywell-managedinternalcommunications.Effectiveinternalcommunicationshelpsseniormanagementtocommunicatevision,createsaculturewhereemployeesbecomeengagedwiththegoalsandvaluesoftheorganisation,andkeepsmanagementintunewithwhat’sgoingonaroundtheorganisation.Itencouragesengagementandinteractivitybetweenalllevelsoftheorganisation.Organisationsneedtheabilitytoquicklyidentify,send,receive,andunderstandinformationthatiscredible,sensibleandrelevanttostaffinenablingandenergisingthemtocarryoutanorganisation’sstrategicintent.Internalcommunicationsisabouttranslatingmanagementintent(ieinformationandbehaviour)intomessagesthatareconsistentacrosstheorganisation,andprovidingtheconnectionsthatpeopleneedinordertobuildunderstanding.Nothingisaspowerfulasmanagementleadingbyexampleandanorganisation’scommitmenttoinformedrelationshipswithitsemployeesisattheheartofgoodinternalcommunications.Rewardsfromeffectiveinternalcommunicationaremany.Effectiveinternalcommunicationimpactsonorganisationalcultureandontheabilityoftheorganisationtocarryoutitsstrategicintentandalsohasadirectrelationshiptoexternalcommunicationinparticularinrespecttoissuesandcrisismanagement.OuremployeesserveasthemosteffectiveambassadorsforNZTEinthebusinessenvironmentandtothewidercommunity.Damningheadlinescanbedamagingforemployeemoraleifstaffareuninformedandcanleadtoanegativeimpactonthecompany’sreputationthroughwordofmouth.Thatiswhygoodinternalcommunicationissoessentialandmustbecloselyalignedwithexternalcommunicationsactivity.InNZTE’scase,650employeeswhofeelcomfortableintheirrole,arewellinformedandhaveasenseofachievementintheirwork,translatesinto650exponentiallyproductiveconversationswithexternalstakeholders.ThisinternalcommunicationsplansetsoutNZTE’sapproachtointernalcommunicationsandissupportedbyaguidetothetoolsandchannelsthatareavailableasaresourceforBoard,managementandstaff.SituationalAnalysisThepastyearhasseenthedevelopmentandconsolidationofinternalcommunicationspolicyandchannels.NZTEalreadyhasawiderangeofcommunicationchannelsinplacetoserveitsemployeesincludingthestaffintranet(SuperTED),Insight,InsideEnterprise,ChiefExecutivee-mail,ChiefExecutiveBriefing,Cascadebriefing,IgniteandtheStaffSeminarSeries.Thesearegenerallywellreceivedandattended,andoverthepastyearadvanceshavebeenmadeinmakingmorematerialmoreaccessibleviaonlinechannels.ResultsfromtheCultureSurveyandfromongoing3-monthlystaffreviewsandexitpollsindicatethatcommunicationsaregenerallywellreceivedbutthatthereisroomforimprovement.AnecdotalfeedbacksuggeststhatstaffbasedintheinternationalofficescouldbebetterinformedandengagedandthataccessibilitytoandoftheCEO,whilegood,couldbeimproved.Thereareindicationsthatcorporatepolicyisalsonotwidelyandconsistentlyunderstoodandtakenup.Thiscanbeaddressedthroughinternalcommunications.InternalcommunicationsisdeliveredeffectivelybyacombinationofstafffrommultipleteamsacrosstheorganisationincludingCommunications,HR,KnowledgeSolutionsandIT.Thisinternalcommunicationsplanwillneedtosustainthegoodworkalreadyunderwayaswellasexplorenewchannelsandopportunitiesforengagingmoreeffectivelywithallmembersoftheorganisation,butparticularlythosebasedintheinternationaloffices.Akeychallengeforthisyearwillbetheinternalroll-outofNewZealandNewThinking.ThiswillneedtobeinterwoventhroughallNZTE’sdocumentationandactivity,inconjunctionwithNZTE’scorporatecommunicationsplan.WewillalsoneedtobeginpreparationsfortherestructureanddesignoftheIntranettositalongsidetherestructureofNZTE’sonshoreandoffshorefacingwebsites.ValuePropositionNZTE’sinternalcommunicationswill:supportthecorporategoalsandstrategiesofNZTEreflectNZTE’scommitmenttohonestyincommunicationmodelNZTE’svalues(accountability,honesty,collaboration,agilityandinnovations,leadership,professionaldiscipline)ininternalcommunicationreflectdesiredbrandattributes(inspire,energise,deliver)indesignandlanguagereflectandcommunicateNewZealandNewThinkingneverputNZTE’sbrandorimageatriskallowtwo-waycommunicationwhereverpossiblerecognisetheneedsofdifferentaudiencesandberelevanttothoseaudiences.KeymessagesInternalcommunicationsisanessentialelementofthebusinessmixNZTEstaffaretheorganisation’smostimportantandeffectiveambassadorsNZTEiscommittedtohonestandtransparentcommunicationsNZTEwillallowtwo-waycommunicationwhereverpossibleNZTErecognisestheneedsof,andwillberelevantto,differentaudiences.PublicsNZTEMinistersNZTEBoardNZTESeniorExecutiveTeamNZTEstaffKeystakeholdersChiefExecutiveGMsMarketing,StrategicHumanRelationsCommunicationsRegionalmarketingmanagersHRKnowledgeSolutionsITSocialClubInternalcommunicationsresponsibilitiesThissectionsetsoutwhoisresponsibleforwhat.Communicati