Internalcommunicationsplan内部沟通计划书

NZTE Internal Communications Plan

1 July 2007- 30 June 2008

Purpose

The purpose of this document is to set out NZTE’s internal communications strategy for 2007/08 and how it will be delivered.

Background

Internal 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 relationship

to 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 well

informed 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 Analysis

The 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 Proposition

NZTE’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