Key takeaways
- Give each update a defined audience, purpose and next action.
- Explain what a change means for the employee’s work and when it takes effect.
- Keep a current reference and a clear route for questions.
- Assign follow-up to an owner and check whether people can use the information.
Internal communication is how information moves between people in an organisation. Emails, meetings, shared resources and conversations help employees understand the work and discuss questions.
Decide what people need to know and what they should do with it. Give them a way to respond, and keep someone responsible for the information and follow-up.
Agree the purpose and audience
A communication plan should explain the objective, audience and message. Keep the update relevant to the people who receive it, with a clear action where one is required.
Use the communication channels guide to decide whether information should be sent directly, kept as a reference or discussed. Different messages may need different routes.
Explain changes and their effect on work
When arrangements change, explain why and how employees' work is affected. Give people the information they need to prepare, including the timing and relevant contact.
Invite questions and review what remains unclear. A message being sent does not show whether everyone understood the change or knows what to do next.
For an illustrative open-banking company changing its first-week introductions for Implementation hires, the manager sends the new meeting dates to the incoming cohort and the Product and Partnerships participants, explains which invitations replace the old ones, and links to the current schedule. People owns questions about arrival arrangements; the manager owns questions about role learning. The open banking employee journey gives the wider role context.
- 01
What changes and when
State the changed arrangement and its start date. Include what employees should continue doing until then.
- 02
Who needs to act
Name the affected team or role and the action required. Say explicitly when an update is for information only.
- 03
Where questions go
Link to the current instructions and identify the person who can resolve exceptions. Explain when employees can expect a response.
Keep instructions and expectations specific
Tell colleagues what needs to happen, who is involved and when it is needed. Agree goals and deadlines so the team can coordinate its work.
Keep a current reference for details people need to revisit. Information overload in onboarding shows why duplicate and conflicting instructions create additional work for the reader.
Make the communication two-way
Arrange individual and group conversations where they help the work. Listen to suggestions and ask employees what information or support they need.
A roundtable discussion can explore a shared issue with a relevant group. Keep the topic clear and let people ask their own questions as well as answering management's.
Assign ownership and review the result
Give someone responsibility for coordinating the updates and keeping them relevant. Review the channels, clarity and timing with employees, and correct recurring gaps.
Review one recent update with the affected team. Ask a colleague to explain the next action and locate the current instructions. Use any gaps to improve that update before changing the whole communication process.
- 01
Could people receive it?
Check access to the chosen channel, including colleagues working different shifts or locations.
- 02
Could they act on it?
Ask what was unclear about the owner, deadline or instructions. Do not treat a message being opened as evidence of understanding.
- 03
Did questions get an answer?
Return to unresolved questions and name the person responsible for closing them. Update the shared reference when an answer changes the instructions.
Where CapoFine fits
Coordinate the welcome in Onboard
Onboard connects employee tasks, introductions, learning and manager conversations in a journey from preboarding through day 90.