Internalcommunicationsplan内部沟通计划书.doc

NZTE Internal Communications Plan1 July 2007- 30 June 2008PurposeThe purpose of this document is to set out NZTEs 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 whats 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 organisations 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 organisations 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 companys reputation through word of mouth.That is why good internal communication is so essential and must be closely aligned with external communications activity. In NZTEs 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 NZTEs 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 e-mail, 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 NZTEs documentation and activity, in conjunction with NZTEs corporate communications plan.We will also need to begin preparations for the restructure and design of the Intranet to sit alongside the restructure of NZTEs onshore and offshore facing websites.Value PropositionNZTEs internal communications will: support the corporate goals and strategies of NZTE reflect NZTEs commitment to honesty in communication model NZTEs 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 NZTEs 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 organisations 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 e-mails Communicate the work and successes of their Group to the rest of NZTE Support and use all of NZTEs 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 staff8 / 8Strategy and tacticsObjective One: Maintain effective and appropriate linkages across the whole organisationWhoWhenMid-year reviewBudgetStrategy: Foundation Maintain and grow comprehensive range of internal communications channels to reach all internal audiencesTactics:Provision of weekly Insight electronic newsletter across whole organisationDeanna Adams, JenniferWeeklyOngoingProvision of quarterly Inside Enterprise DVD across whole organisationJenniferQuarterlyOn track$120,000 +GSTSupport for KS-led provision and improvement of SuperTED, including development of content protocol, proposal for consolidation of information, and plan for long-term enhancementsJenniferJune 07UnderwaySupport for HR-led provision of staff seminar seriesJenniferOngoingOngoingSupport for HR-led provision of Ignite staff induction programmeJenniferOngoingOngoingSupport for HR-led provision of induction packJenniferOngoingOngoingImplement two-way cascade briefing system incorporating communication from Ministers through Board, SET to staff and vice versa in conjunction with Strategic Relations and Strategy and EvaluationJenniferJune 08PendingInvestigate provision of web streaming and/or online audiovisual hostingJenniferDecember 07DoneEnsure links are made between all internal communications to allow cross promotion and toolkit scenarioJenniferOngoingOngoing; Toolkit establishedSupport for Social Club activities and communications cross reference with other channels where possibleJennifer, Social ClubOngoingOngoingObjective Two: Empower NZTE management and staff to communicate effectively internallyBy whoBy whenMid-year reviewBudgetStrategy: Resourcing Establish and maintain resources to help management and staff communicateTactics:Establish and communicate internal communications resources including communications plan, process document, Q&A, internal communications plan template, links to NZTE style guide, NZTE communications channelsJenniferJune 08DoneEstablish and maintain SuperTED internal communications resourceJenniferJune 08 ongoingRevised January 08Produce and offer presentation on internal communications to teamsJenniferOngoingOngoingContribute internal communications information to Ignite staff orientation day programmeJennifer, Kelly VogtherrOngoingOngoingContribute internal communications information to staff induction packJennifer, KellyOngoingDoneProvide an internal communications advice and support service to NZTE teams and projectsJenniferOngoingOngoingObjective Three: To promote greater visibility and engagement of Chief Executive among NZTE staffBy whoBy whenMid-year reviewBudgetStrategy: Engagement establish and maintain channels for Chief Executive to actively engage with staffTactics:Facilitate Chief Executive briefings to onshore staff out of Auckland, Wellington and Christchurch Fiona Acheson, JenniferQuarterlyOngoingIntroduce programme of informal Chief Executive briefings to regional and international staff, including making quarterly briefings available onlineJenniferOngoingDone, ongoingFacilitate introductory and closing comments to Inside EnterpriseJenniferQuarterlyOngoingFacilitate Chief Executive e-mail for important announcementsFiona, Jennifer, Dorothy HarperOngoingOngoingInvestigate provision of web chat facilityJenniferJune 08InvestigatingInvestigate provision of blog with RSS feed and comment facilityJenniferJune 08InvestigatingObjective Four: To encourage engagement of, and feedback from, staffBy whoBy whenMid-year reviewBudgetStrategy: Community establish and maintain channels to encourage staff to engage with, and to feel engaged in, the organisationTactics:Incorporate opportunity for feedback where possible in all internal communications channelsJenniferOngoingOngoingPromote staff contribution to InsightDeanna, JenniferOngoingOngoingPromote staff contribution to SuperTEDJennifer, Deanna, KS OngoingOngoingPromote staff contribution of ideas for Inside EnterpriseJenniferOngoingOngoingInvestigate provision of SuperTED message boardJenniferJune 08Inside Classified establishedInvestigate provision of ticker service for SuperTEDJenniferJune 08OngoingEstablish and maintain Our People series on SuperTED, promoted in InsightJennifer, DeannaJune 08UnderwayIncorporate NZTE branding across all internal communicationsJenniferOngoingOngoingBudget$120,000 +GST (Inside Enterprise)EvaluationFeedback on internal communications channels and provision will be actively encouraged on an ongoing basis via NZTEs 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