I have already explained in detail in previous articles that internal communication is a strategic factor in the transformation process. This applies both to the Top-down communicationthe information that is passed on from management to employees, as well as for Bottom-up communication. The early and comprehensive inclusion of suggestions, opinions and feedback from employees can increase the acceptance and quality of the transformation strategy. But what communication measures are there and when is which communication measure useful? This is the topic of the latest blog post.

How can communication measures be differentiated?

Thanks to the internet and Web 2.0 in particular, communication in companies has become independent of time and place. Digital tools simplify communication and make it more cost-effective - both in terms of time and financial resources. Nevertheless, face-to-face meetings and personal communication are not losing their importance. However, digital communication media complement these and take on new functions. Differentiation criteria for communication measures are therefore:

• in person or virtually
• Number of participants
• Differentiation between sender vs. receiver or dialog character
• mediated or directly

It is up to the management to decide which communication tools to use, as the framework and infrastructure must be provided for each communication. Different communication measures are used depending on the objective.

The most important thing is authenticity. A climate of trust can only be created if everyone involved feels that they are taken seriously and receive honest answers to their questions.

Face-to-face events for communication

Even in times of digitalization, personal contact is essential. Moods and emotions can only be identified if managers and employees actually talk to each other. These are particularly crucial in transformation processes, as they have a serious influence on the success of a transformation strategy.

Employee information events

Employee information events are a common communication measure in transformation processes. These can take place either for the entire workforce (so-called "town hall meetings") or in individual departments. They are used to report on progress and goals achieved and to provide information about changes. This is less about sharing and more about providing information.

Workshops

Exchange and discussion, on the other hand, take place in workshops. Here, employees can contribute their views, develop and shape ideas. Those affected should be actively involved. After all, the aim of every communication measure must be to move employees away from a consumer attitude and towards an active, creative role.

Suitable formats are World Caféopen space conference or a workshop format. Workshops are also well suited as a kick-off for a transformation process, as they actively involve employees and integrate them into the process.

Roundtables

Roundtables are a communication measure that takes place in small groups. Employees and managers can discuss and debate current issues here. They are a "thermometer" for identifying potential conflicts at an early stage and taking appropriate countermeasures.

Online communication

Using online communication measures, employees can quickly and easily give their opinion on a project or individual points. This makes it possible to quickly create sentiment surveys based on large amounts of data that provide information about opinions within the workforce. The advantage of online communication measures is their ease of use, the collection of large amounts of data and their independence of time and place.

Project page on the intranet

Employees can find out about the current status of the project via a project page on the intranet. In addition, there is a blog, an overview of project employees and important dates as well as a storage location for central presentations so that employees can download them after events.

Collaboration platform

A collaboration platform with a project wiki, topic streams and expert panels offers direct contact with central contacts and project employees. Here, employees can not only obtain information, but also contribute their own ideas and suggestions.

A CXO blog allows employees to ask the management questions, which are then answered within a certain time frame.

Project newsletter

A monthly project newsletter informs all employees about the current status and progress of the transformation project.

Virtual information sessions

These are particularly suitable for companies with distributed locations, where face-to-face meetings with top management are hardly possible. During these virtual sessions, the most frequently asked questions from employees are dealt with so that everyone is up to date with the current status of the change projectPersonal communication

Formal meetings about the progress and status of the change project are undoubtedly a key communication measure in the transformation process. However, managers must also seek informal discussions with employees. Through personal contact, they learn about individual moods, can provide information and thus gain the trust of employees. Socially competent managers who take an interest in employees' concerns are indispensable here. In this way, a climate of trust can be cultivated that supports the transformation process.

Managers and decision-makers should maintain open-door communication and always have an open ear for employees. Making an appointment for a face-to-face meeting would only be a hindrance here.

Media communication

Print products

Media communication should also be used to support the communication measures mentioned above. Articles in the company magazine about the project, posters and placards in the office corridors with the key messages of the change project or a "transformation bible" with the central framework points and milestones can steer and support the transformation process.

Videos

Videos and interactive tools with authentic statements from all hierarchy levels are also an important media communication tool. A mood barometer that regularly publishes the results of employee surveys and open feedback rounds can also increase employee support.

Communication measures - it's all in the mix

It is important to note that relying on one communication measure is not enough. Different measures are suitable depending on the objective and phase of the transformation process. Those who find a good mix of face-to-face and virtual, large target groups and small discussion groups will succeed in providing comprehensive and authentic information and thus gaining the trust of employees.