Internal Comms

The communicational skill linked to internal communications includes the management of all the symbolic exchanges that take place in an organization between its different internal audiences, which are not restricted only to its human resources but involve stakeholders in a network, providers, and the family group of all its members in a triple joint:

a) Narrate to internal audiences what the organization does, what it is, and what happens in the organization.

b) Relate, integrating their audiences based on a shared identity and work plan.

c) Take action to strengthen commitment, motivation, trust, and the individual and collective development of all its members as a horizon.

For this, our internal communication strategy requires convergence between management, human resources, and institutional communication policies, new information technologies, etc., within the framework of conceptions that are centered on the experiences of its members and their participation for the permanent articulation of the following 4 key dimensions:

1- Organizational Culture: Any internal communication strategy must take as its starting point the framework provided by the organization's culture: a set of values, references, habits, rites, signs, etc. that support the conception that the organization has of itself.

2 -Human Resources: in the correct integration between human resources and internal communication policies, the class and quality of life that the organization and its members will lead and the class of members that the organization intends to develop are at stake.

3 - Internal and External Communication: It is essential that internal and external communication actions are deployed in a coherent and aligned manner. Its audiences are also the public.

4 - Formal and informal: the development of internal communication management in organizations requires permanent integration and complementation between formal and informal communication and information circuits.

In this sense, internal communication management facilitates the system implementation of the set of institutional communication actions, channels, and supports for the staff of an organization in order to:

Promote the communication of an integrated or integrative vision of the organization.

Facilitate the integration between personal and corporate achievements.

Reduce internal conflict by strengthening the cohesion of the members of the organization in the face of common challenges.

Contribute to the development of shared visions and languages within the framework of the mission proposed by the corporate strategy.

Integrate diversity into a non-homogenizing consensus.

Promote the evolution of the organization's culture while reducing resistance to change.

Link Human Resources and the Organization, both at the level of strictly professional relationships as well as coexistence and identity.

In this context, the person responsible for internal communication management and responsible for the development and implementation of an internal communication strategy is required to have the following key competencies:

Adapt communication to the evolution of interpersonal relationships within organizations.

Alleviate the insufficiencies of the management cadres in their communication functions.

Ensure consistency between the various internal organizational policies.

Facilitate the integration between the internal and external discourses of the organization.

Consolidate the ties between the different social sectors of the organization.

The professional must have experience in the field and integrate human resources, communication, and management into their vision in order to be able to direct their actions towards long-term objectives. You can come from the same organization and be selected in the market to perform both as an internal and external advisor.

Each alternative for selecting the appropriate profile has its strengths and weaknesses, so it is always convenient to set up monitoring committees in which, in addition to the head of internal communication, members of different areas of the organization (marketing, human resources, technology, regulations, etc.) are essential for the viability of the internal communication policies that are proposed to be implemented.

Among the classic internal communication channels and supports, we can mention: telephone communications, public information services, customer service, team meetings, open days, training, internal climate surveys, meeting management, team management, training, internal communication plan, communication management manual, internal newsletter (house organ), digital newsletters, internal communication networks 2.0, billboards, letters to staff, furniture and physical environment, intranets, multimedia presentations, merchandising, videos, etc.

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