Employee communications (also referred to as internal communications) are of considerable importance. In actual fact, relations between the individuals and the groups that are imperative to ensure the sustained operation of organisations are fed by such communications. They also allow activities to be duly co-ordinated with a view to accomplishing the corporate goals, and they are crucial to the conduct of sensitive processes, including socialisation, decision-making, problem-solving, and change management.
Viewed from an employee perspective, internal communications are the best way to deliver information on jobs, the organisation and the environment. But there is a lot more to it than that. This type of communications enables people to express their feelings, hopes and ambitions, and is able to actively contribute to raising their sense of motivation, trust and engagement, which in turn has a definite impact on relations with external stakeholders and the satisfaction of customers.
Here too, the pressures of the digital arena make themselves felt, as seen in the news on the enterprise social networks. Having said that, the decision to use such or such a social network is to be duly considered ahead of time, in consideration of its ability to improve work practices (e.g., reduction of e-mail congestion) on the one hand and in consideration of employees’ needs for another, but equally by considering the professional use, that is to say communication, collaboration, social knowledge management, etc.
In any event, all internal communication channels need to be given the same livery and need to be closely examined before they are used and committed as part of a global strategy.