If you are anything like me you will have been deluged with communication in the past few weeks. And again, like me, I guess most of the election material has gone in the bin, albeit with a very swift cursory glance. Much of my work with clients involves internal communication in one form or another and it is good to reflect on how well we go about this vitally important, but often difficult, activity.

If your organisation conducts an employee opinion survey the chances are that you include a question about the effectiveness of internal communications – also the chances are that it shows there is room for improvement but why is this? Which organisations have got it right in their employees’ eyes? Can any organisation ever be perfect when it comes to internal communications?

When we look at the topic we need to inject a dose of realism and recognise the nature of the challenge that faces us. Let us move out of the HR arena for a while and think of the world of advertising. How many product advertisers communicate their product in only one means and with only one message?

Dependent on the audience a car may be portrayed for its safety, economy or performance – yet it is still the same car. The marketing is said to be ‘targeted’. How often do we target communications within HR (and businesses in general for that matter)?

I think we are often skilful and resourceful at employing different methods of transmitting a message in terms of the media, but how often do we consider if one size fits all? For example, many organisations now use an intranet as part of their communication channels but do they check that everyone has access?

Is there a small handful of people based outside the office who have no means of access and for whom no other arrangements are made? How many people want to receive their information via the intranet?

The big weakness of course of many of the common forms of communication is that they allow little or no feedback. It is possible that an organisation may be very good at cascading information down, yet its only upward feedback is through a once-a-year employee survey – if you are lucky!

So what’s the answer to this? It may sound radical, but how about talking to people? I appreciate that many organisations have very effective team briefings or other communication processes that encourage upward feedback and genuinely do want to hear what their people think, but is this the case everywhere? If the answer is ‘no’, what can we do about it?

Firstly, I think there is real benefit in taking a radical view of internal communications. Why not recognise that HR doesn’t have all the answers and that communication skills sit in many places? How about inviting the marketing or PR team into HR? There is a lot to be said for ensuring that the internal and external communications are consistent and these people have a lot to offer us.

Secondly, have a look at how much the organisation really wants employee feedback. Very often the words, and indeed the processes, may be there but is there substance behind them.

When was the last time the CEO checked out feedback from the shopfloor? Time and time again on the BBC programme ‘Back to the floor’ CEO’s express their apparent surprise at some piece of information that the shop floor knew but they didn’t. I’m sure you will tell me it couldn’t happen where you work – but are you sure?

• What are your top tips for ensuring that good communication is the norm?




• What howlers have you come across that really make you question how much people understand of communication?




• If people are not really engaged with your organisation, why is that? Can you do anything about it?

Colborn’s Corner: series articles

• Is there a place for ethics in HR?




• Employment Law in 2005 – a case of over-regulation?




• Pensions – whose crisis is it?




• The 2005 Election – what does it mean for HR?