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Most HR communicators are now scrutinising comms strategy against a revised framework, whether based on budget or organisational change. Is it possible to make the same impact you did two years ago?

Now, when there’s less to spend, comms success won’t come from trying to execute the same amount of activity thinly. It’s about doing fewer things but upping the ante; making each piece of activity work much harder for greater impact.

All employees hear about change and see it going on all around them every day. As such, they are generally less likely to be interested in minor fluctuations in share prices and more interested in what immediately affects them. What the employee needs to know is that the company respects their concerns, that it will share relevant parts of its strategy with them, and clearly demonstrate how they fit into it. This is achieved by delivering impactful, concise messages, supported by a robust comms plan.

So, what kinds of communications should organisations look at?

Review your communications and decide which are fundamental – can you explain clearly how each piece’s message affects the employee? Then, scrutinise your communications and look for opportunities to increase impact and make the loudest noise within your budget. Are you making the most of this opportunity to communicate vital messages about the business?

E.g. Total reward statements should be more than just a pie chart – done well, they manage the employee’s relationship with the business and can be used to deliver key messages around vision and strategy. Tailor them, and use them to motivate people. Tell employees they are valued and important to the company’s plans – this is reward after all!

Streamlining communications is an extremely valuable process, usually proving an excellent exercise in evaluating what really works. By forcing communications to work harder, organisations can hone an even stronger set of tactics for communicating with employees that will be invaluable in economic recovery.