What are the organisation’s mission and goals? What is the organisational structure of the company? Who works in the organisation? What characterises the organisational culture and the internal communication? What communication tools are used within the organisation? What are the internal communication needs?

Corporate Communications and Marketing Strategy D2M2

DEVELOPING AN INTERNAL COMMUNICATION PLAN
The first step for an internal communication plan is the same as for an external communication plan. It has to start by having a close look over the organisation.
This is a list of questions that the management team should answer before developing an internal communication plan:
• What are the organisation’s mission and goals?
• What is the organisational structure of the company?
• Who works in the organisation?
• What characterises the organisational culture and the internal communication?
• What communication tools are used within the organisation?
• What are the internal communication needs?
• How does the management team answer to these questions?

Developing a strategy of internal communication

The process of developing a strategy of internal communication assumes to attend the following steps:

1. Determine the aim. It is necessary to identify what is the aim of the internal communication strategy. In this respect, the managerial team has to ensure that persons/compartments within the organization have access to all the information they require to make grounded decisions and maximise their outcome.

2. Define the objectives. The objectives have to be specific and measurable, and must derive from the aim or the mission of the organization. In selecting the objectives, the managerial team should pay attention to the shortcomings appeared in the internal communications that were identified when the organization was analysed. The management should ensure that all staff understands the values, vision and mission of the organisation and its key organisational developments.

3. Identify the key messages. The key messages do not have to be complex, they could be simple, and for example “it is important for staff to know that the organisation goes forward.” Likewise, the message does not have to be explicit in each communication; rather, the context, environment and frequency of the communication should involve a
message. A key message could be “Staff’s involvement in management’s decisions is valued and important.” This message should encourage staff to send their observations and concerns (Hume, 007).