Internalcommunicationsplan内部沟通计划书

NZTE Internal Communications Plan1 July 2007- 30 June 2008PurposeThe purpose of this document is to set out NZTE’s internal communications strategy for 2007/08 and how it will be delivered.BackgroundInternal communications is essential to good business.Organisations are like communities each with its own culture, structure and organisational hierarchy and each member of that community from the CEO to the receptionist has needs that can and should be met by well-managed internal communications.Effective internal communications helps senior management to communicate vision, creates a culture where employees become engaged with the goals and values of the organisation, and keeps management in tune with what’s going on around the organisation. It encourages engagement and interactivity between all levels of the organisation.Organisations need the ability to quickly identify, send, receive, and understand information that is credible, sensible and relevant to staff in enabling and energising them to carry out an organisation’s strategic intent.Internal communications is about translating management intent (ie information and behaviour) into messages that are consistent across the organisation, and providing the connections that people need in order to build understanding.Nothing is as powerful as management leading by example and an organisation’s commitment to informed relationships with its employees is at the heart of good internal communications.Rewards from effective internal communication are many. Effective internal communication impacts on organisational culture and on the ability of the organisation to carry out its strategic intent and also has a direct relationshipto external communication in particular in respect to issues and crisis management.Our employees serve as the most effective ambassadors for NZTE in the business environment and to the wider community. Damning headlines can be damaging for employee morale if staff are uninformed and can lead to a negative impact on the company’s reputation through word of mouth.That is why good internal communication is so essential and must be closely aligned with external communications activity.In NZTE’s case, 650 employees who feel comfortable in their role, are wellinformed and have a sense of achievement in their work, translates into 650 exponentially productive conversations with external stakeholders.This internal communications plan sets out NZTE’s approach to internal communications and is supported by a guide to the tools and channels that are available as a resource for Board, management and staff.Situational AnalysisThe past year has seen the development and consolidation of internal communications policy and channels.NZTE already has a wide range of communication channels in place to serve its employees including the staff intranet (SuperTED), Insight, Inside Enterprise, Chief Executive , Chief Executive Briefing, Cascade briefing, Ignite and the Staff Seminar Series. These are generally well received and attended, and over the past year advances have been made in making more material more accessible via online channels.Results from the Culture Survey and from ongoing 3-monthly staff reviews and exit polls indicate that communications are generally well received but that there is room for improvement. Anecdotal feedback suggests that staff based in the international offices could be better informed and engaged and that accessibility to and of the CEO, while good, could be improved.There are indications that corporate policy is also not widely and consistently understood and taken up. This can be addressed through internal communications.Internal communications is delivered effectively by a combination of staff from multiple teams across the organisation including Communications, HR, Knowledge Solutions and IT.This internal communications plan will need to sustain the good work already underway as well as explore new channels and opportunities for engaging more effectively with all members of the organisation, but particularly those based in the international offices.A key challenge for this year will be the internal roll-out of New Zealand New Thinking. This will need to be interwoven through all NZTE’s documentation and activity, in conjunction with N ZTE’s corporate communications plan.We will also need to begin preparations for the restructure and design of the Intranet to sit alongside the restructure of NZTE’s onshore and offshore facing websites.Value PropositionNZTE’s internal communic ations will:•support the corporate goals and strategies of NZTE•reflect NZTE’s commitment to honesty in communication•model NZTE’s values (accountability, honesty, collaboration, agility and innovations, leadership, professional discipline) in internal communication •reflect desired brand attributes (inspire, energise, deliver) in design and language•reflect and communicate New Zealand New Thinking•never put NZTE’s brand or image at risk•allow two-way communication wherever possible•recognise the needs of different audiences and be relevant to those audiences.Key messages•Internal communications is an essential element of the business mix•NZTE staff are the organisation’s most important and effective ambassadors•NZTE is committed to honest and transparent communications•NZTE will allow two-way communication wherever possible•NZTE recognises the needs of, and will be relevant to, different audiences.Publics•NZTE Ministers•NZTE Board•NZTE Senior Executive Team•NZTE staffKey stakeholders•Chief Executive•GMs Marketing, Strategic Human Relations•Communications•Regional marketing managers•HR•Knowledge Solutions•IT•Social ClubInternal communications responsibilitiesThis section sets out who is responsible for what.Communications Team (in consultation with Human Resources, Knowledge Solutions, IT and the NZTE Social Club):•Set the Policy framework for communication channels across the group•Provide communications guidance and support to staff in conjunction with regional marketing managers•Manage organisation-wide communication channels and tools and ensure they meet staff communication needs•Undertake periodic reviews of internal communications across the organisation •Support colleagues with the delivery of communications plans and activities.Senior Executive Team:•Value effective communications by leading and championing within their respective Group,•Commit to responding to all internal queries including s•Communicate the work and successes of their Group to the rest of NZTE•Support and use all of NZTE’s internal communications channels and tools•Where possible use face-to-face communication and always use a minimum of three communication channels when communicating internally.All NZTE staff:•Take responsibility for keeping informed by engaging with internal communications channels•Seek the support and guidance of the communications consultant responsible for internal communications when engaging with staff•Provide feedback to Communications on internal communications resources and delivery•Provide success stories and other relevant information to Communications for publication internally.Objectives•To maintain and improve effective and appropriate linkages across the whole organisation•To empower NZTE management and staff to communicate internally•To promote greater visibility and engagement of Chief Executive among NZTE staff •To encourage engagement of and feedback from staffStrategy and tacticsBudget$120,000 +GST (Inside Enterprise)EvaluationFeedback on internal communications channels and provision will be activelyenc ouraged on an ongoing basis via NZTE’s existing internal communications channels.Periodic review and revision of the internal communications plan will be undertaken during the course of the year according to need. Evaluation will take place on an annual basis and will consist of a combination of measures of output and outcome.As a benchmark, a survey of a representative sample of staff at all levels of the organisation will be undertaken annually in June.As a measure of output, by 30 June 2008 the following will be achieved:•Internal communications survey carried out and analysed•50 editions of Insight delivered•Four editions of Inside Enterprise delivered•SuperTED maintained and updated•SuperTED content protocol developed and communicated•SuperTED information consolidation implemented•Plan for long term enhancements of SuperTED compiled•HR supported with provision of induction information•HR supported with provision of staff seminar series•Cascade briefing system implemented•Web streaming and online audio and video hosting investigated•Internal communications toolkit and SuperTED resources established and maintained•Internal communications presentation compiled and delivered•Support and advice service provided to teams and projects•Four chief executive briefings facilitated onshore•Ongoing programme of Chief Executive briefings with regional and international teams established and delivered•Delivery of Chief Executive facilitated•Provision of Blog investigated•Provision of web chat investigated•Provision of SuperTED message board implemented•Our People campaign underway•NZTE branding incorporatedAs a measure of outcome against the benchmark, a survey of a representative sample of staff at all levels of the organisation will be undertaken in June 2008. This will inform a revised internal communications plan for 08/09.Prepared by: Jennifer Andrewes, NZTE Corporate Communications ManagerJuly 2007Reviewed January 2008For review June 2008。