Assumptions around Internal Communications

Today we’re going to cover a topic that is extremely relevant for any employee; Internal communications. We will be talking about assumptions around communications. You are probably guilty of assuming at least one of these listed below. Don’t worry, these are very common yet very helpful once identified as they can motivate you to think more closely about your internal communications system.

What is happenning?

In growing organizations, internal communications is often something that is taken for granted in early growth phases. As companies start scaling, old communication methods are used because there is an assumption that even though the organization grows, the access to information will not change.

Most organizations use internal communications tools in the first phase to become more efficient. It is used for communicating processess, advance projects and share milestones. As the organization grows, the organization can no longer use internal communications for only these purposes. The purpose of internal communications extends beyond productivity and celebration. Instead there is a need for communications to serve a broader purpose. Employee engagement, compliance, organisational development, internal and external initiatives are added to communications requirements.

Are you ready to re-evaluate your internal communications systems, or do you still believe everything is going fine? Check the assumptions in this article before deciding to act or not to act.

Check your assumptions

Assuming everyone has the same access to information as you do

One of the assumptions that may be inhibiting your thinking is the assumption that everyone in the organization has access to the same or the same amount of information as you do.
This is not the case. Especially with experienced hires who are often located higher up or in management positions there is a certain degree of information availability. Maybe you have a weekly meeting that gives you the information that you need to continue your work and feel involved.

For new hires, lower management, and operational teams this is absolutely not the case. They have access to information only as it flows down from their co-worker, direct manager or project team members. Though this helps them in doing their day to day jobs, it may inhibit them in feeling engaged in other aspects, like knowing how to access new employee training programs or the availability thereof, or having access to information on general organizational changes like new hires. Moreover, it can inhibit them in recognizing who in the organization they can learn from, receive intel from or contact when advice is needed.

Assuming only your customers require more information

Assuming that only customers require more information on organizational developments sure does mean that you have a good sight on your target audience. However, your employees are also stakeholders that cannot be left out on receiving this information.
Many organizations often share information like new hires, the opening of new offices or the launch of new products with their customers, investors or general public through launches or press releases. Sometimes it occurs that this information reaches customers before it reaches your employees who may be operating in different locations, teams or jurisdictions. This does not mean that they would not like to hear it before you tell the world.

Just like management makes decisions and takes actions daily that can affect the workforce, so do your employees. The way employees feel engaged to the organization can positively affect employee actions. One of the key drivers is ongoing conversation. Effective internal communication is a foundation that can engage employees. A potential outcome of effective internal communication can indeed be employee engagement.

Read this interesting article on the interplay of internal communications and why it doesn’t equal employee engagement but how internal communication is the foundation and the communications function needs to be clearly defined.

Assuming your news is not newsworthy to employees or assuming your news is newsworthy

“why would they be interested in that” or “why does it matter to us if they knew” are two biases because you are still looking from your own organizational view.
Secondary, sharing all tiny bits of information that you think matter might slowly drive your employees/colleagues insane.

The art of purposefully communication information can be quite difficult. As with top-down communication, the other question is how does the information flow bottom-up or from department A to department B. Different types of people need different types of information.

Assuming everybody likes to receive information in a similar manner as you

You might enjoy reading long emails during your commute to work, whilst Jerry from accounting likes doomscrolling through quick tweets.

You might enjoy reading all responses to slack messages, whilst Erica from Sales really does not care what Jenny from HR thinks about the new building purchased by the organization.

An essential requirement for building succesful internal communications tools is testing for its interaction level with different members of the organization. You might already have what you think is a great tool in place, but when only 5% of your workforce reads it, is you communication really effective?

Now what?

Congratulations, you have gone through step 1: Awareness.
It is often very comfortable to assume based on personal interactions, this happens in a personal setting as well as in a work setting. Now that you have the information on how your assumptions might cloud judgement and shut down ideas, you can bring this newfound awareness to the conference table.
Bringing these assumptions and information to management can help you to collaboratively identify the faults in your internal communications system and start exploring effective internal communications.

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