Communication to support Workforce and Succession Planning

1. Communication to support Workforce and Succession Planning

2. “Increasingly managing information is becoming part of HR’s agenda. Effective organizations explicitly address two sets of choices concerning the flow of information: choices in establishing a comprehensive communications strategy and choices in directing the movement of information.” Wayne Brockbank and Dave Ulrich

3. Ask yourself • What is likely to happen if you do not draw up a communication strategy for Workforce and Succession Planning? • Do you have dedicated communications support? • Who will own and drive the communications strategy?

4. What will influence communications? • Staff morale • Communicators themselves • Culture • Nature of the message • Organisational structure • How and when you communicate

5. Planning the communication strategy • Determine your communication requirements • Identify your stakeholders • Identify the correct communicators • Communicate the message via the correct medium • Drawing up the communication plan • Measure and evaluate your communication Workinfo.com

6. Advantages of strategic internal communication • Strategic internal communication planning can be a proactive approach to building a better, more directed and efficient workforce. • The most successful organisations are normally those that ensure that all their staff understand the mission, goals, values and procedures of their organisation. • Effective internal communication is a shared management responsibility. • Communication should be an open two way dialogue because: • Taking account of the views and concerns of employee unions, representatives and associations can also lead to more effective management. • Engaging employees in a conversation for action allows institutions to tap into a vast pool of intelligence and expertise. Workinfo.com

7. The various stages of commitment Workinfo.com

8. Basic Principles of Communications Workinfo.com

9. Building the message When building your message – ask yourself: • What? • Why? • Who? • When? • How? Workinfo.com

10. Stakeholders Annexure 1 Who are stakeholders? • Anyone who has an interest in the communication or who can impact the communications. Organisation Structure • Here you should outline the structure of your division or organisation in order to make sure that you do not leave out any important stakeholders. Key Stakeholders • Here you should outline who your stakeholders are according to who needs to be actively involved and who needs to be fully informed. Stakeholder Map • The stakeholder map should allow you to plot where you think the various stakeholders are in terms of their degree of influence in the organisation, how important it is that they buy-in to the communication and their possible resistance to the messages. Workinfo.com

11. Drawing up the communications plan Communication Plan • Communication Issue • Key Messages • Desired Outcomes • Actions / Initiatives • Stakeholders • Communication Channel • Timing • Budget Workinfo.com

12. Can you measure your success? If you don’t evaluate the success of your efforts, sooner or later, someone else will. List a couple of ways that we can measure whether your communication strategy was a success? Workinfo.com

13. Measurements of success • General Employee Surveys • Climate studies or staff moral surveys • Readership / viewership surveys • Focus groups or interviews with staff • Suggestion Box • Provide an email address to which staff can send suggestions, complaints etc. • Place leaflets / questionnaires in the staff newsletter • A manned telephone line that staff can call • Competitions that prompt staff to give feedback by incentivising them by way of a prize.

14. Staff Feedback There are a number of ways to receive feedback from staff: • Staff forums or focus groups • A suggestion Box • An email address • A telephone line • Competitions that prompt staff to give feedback The following rules should be observed: • Always meet deadlines. • Wherever possible get your staff or colleagues involved to assist. • Always reply if required to do so, don’t just ignore the request for information. • Respect confidentiality and anonymity