Here's how you can align your internal communications with your organization's goals and objectives.

I agree with goals and a strategic roadmap. I believe the greatest thing you can do is define the “why.” Why is this important, why now, why should stakeholders buy in. Very powerful if done up front and done right.

To make sure internal messages match your organization's goals, start by clearly sharing the big picture and priorities. Keep everyone updated on how things are going and ask for their thoughts too. Tailor communication methods and content to be relevant and understandable for different teams. And when you reach goals or do something great, celebrate together to keep everyone excited and on track.

In my experience, I've found that aligning internal communications with organizational goals starts by defining clear, measurable objectives that reflect the company's strategic vision. This involves close collaboration with leadership to understand their priorities and translating these into specific communication goals. By setting targeted, outcome-based metrics, ensuring message consistency, and engaging employees through transparent, two-way communication channels, I think internal comms can effectively support and drive the achievement of broader organizational objectives.

Pour aligner vos communications internes sur les objectifs de votre organisation de manière efficace et humaine, assurez-vous que toute l'équipe comprend bien les objectifs stratégiques de l'entreprise. Impliquez-les dans l'identification des messages clés qui soutiennent ces objectifs. Utilisez des canaux de communication variés pour transmettre ces messages de manière engageante et accessible à tous. Montrez à chaque membre de l'équipe comment leur travail contribue concrètement aux succès de l'entreprise pour renforcer leur engagement et motivation.

Define the goals and what you can do with your team, and explain it well! Do enough efforts to build a strategy and short term and long term success plan

Think of your organization's goals as the plot of a compelling story and your internal communications as the narrative that brings it to life. Crafting messages that resonate with your team involves more than just sharing information; it's about telling a story that inspires and aligns everyone with the organization's mission. Tailor your messages to reflect the values, objectives, and vision of your organization, using clear and engaging language. Incorporate anecdotes, visuals, and relatable examples to make your communications memorable and motivating. By skillfully crafting these messages, you ensure that every team member understands their role in the story and feels inspired to contribute to the collective success.

Align employee recognition programs with the organization's mission, values, and strategic objectives. Ensure that recognition efforts reinforce desired behaviors, performance metrics, and cultural norms that contribute to organizational success. Develop a comprehensive recognition strategy that outlines the goals, objectives, and key components of your employee recognition programs. Define criteria for recognition, types of recognition (e.g., peer-to-peer, manager-to-employee), and methods of acknowledgment (e.g., verbal praise, awards, incentives).

Teamwork is not inside your team. It means people working together, not only in your area but across all the different areas. One mind is good, but multiple minds are great together! The problem is when a leader thinks that working with another person is limiting our imagination and creativity, that’s wrong!! Together we can unleash our potential in a higher level….

Engaging staff through two-way, transparent communications is absolutely key to fostering a collaborative and motivated workforce. This means creating open channels for dialogue where employees feel heard and valued, such as regular town halls, feedback platforms, and interactive intranet features. Transparency in sharing company updates, challenges, and successes builds trust and encourages active participation, leading to a more engaged and committed team.

Implement Formal Programs: Implement formal employee recognition programs that recognize and reward employees for their contributions, achievements, and milestones. Consider establishing programs such as Employee of the Month, Spot Awards, Service Awards, or Team Recognition initiatives. Promote Informal Recognition: Encourage informal recognition practices that empower employees to acknowledge and appreciate their colleagues on a day-to-day basis. Provide tools, resources, and platforms for employees to give and receive recognition spontaneously, such as social recognition platforms or peer-to-peer recognition channels.

Wechselseitige Feedbackmöglichkeiten zwischen Mitarbeiterstab und Geschäftsführung sind entscheidend und müssen fester Teil gesunder Unternehmenskultur sein. Nur in einem Umfeld, dass ehrliches, konstruktiv kritisches Feedback begünstig, können bestmögliche Entscheidungen getroffen werden. Oft wird unterschätzt, welchen Wert die Ansichten der Mitarbeitenden, die besonders eng in ihrem Teams arbeiten und ihr Bild vom Unternehmen, dessen Kultur, Zielen und Botschaften untereinander teilen, dabei haben. Ziele und Botschaften sollten auch in der internen Kommunikation in einem stetigen Evaluierungsprozess stehen. Dafür die Voraussetzungen zu schaffen, ist Maxime gesunder Unternehmenskultur.

Por mais envolvida com comunicação interna que a pessoa seja, ela dificilmente conseguirá se distanciar completamente de vieses positivos sobre a organização. Estar em contato constante com outros times oferece uma visão mais ampla do que tem acontecido na empresa e, mais do que isso, do que são dores e pontos de melhoria. Para além da escuta, é super importante trazer essas pessoas para a construção de melhorias. Assim, de forma colaborativa, podem-se estabelecer processos e diretrizes que façam sentido para múltiplos grupos, respeitando a diversidade de modos de trabalhar e incluindo as equipes em seus múltiplos formatos. A saída para a tomada de decisão estratégica é envolver de forma estratégica, alinhada e direcionada a equipe.

A comunicação interna é estratégica e perpassa todos os níveis das organizações. É fundamental que se estabeleçam momentos de avaliação da CI. Uma possibilidade é a análise tabulada das respostas recebidas em eNPS, L-NPS e pesquisas de clima. Dessa forma, tabulam-se as melhorias ou dores à cada aplicação. Caso sejam feitos acompanhamentos entre as pessoas analistas de pessoas e lideranças, é interessante buscar dados e insumos sobre como a comunicação tem impactado positivamente ou negativamente o trabalho das pessoas desses times. Mensurar o impacto da CI se faz eficiente se as ações estiverem sendo estrategicamente discutidas pela organização como um todo e não por um único time. Essa é a chave.

Medir es importante para valorar el GAP entre las acciones que llevas a cabo en Comunicación Interna, cómo se reciben y, sobre todo, si consigues o no el objetivo. Si quieres mejorar el NPS de la organización, incrementar la reputación o tener audiencia en un evento. Es cierto que, las Comunicaciones Internas no responden a un sólo objetivo si no al conjunto de la organización, por eso, las métricas han de estar nutridas de otros indicadores. Pero... si medir es importante, más importante es aún: ESCUCHAR. No sólo al CEO o a la Dirección, también a los empleados. Sólo así, los objetivos serán más acertados y mejorarás notablemente el orgullo de pertenencia.

Uma das principais demandas no mundo corporativo contemporâneo é equilíbrio entre vida pessoal e profissional. Nesse cenário, a inovação surge como um diferencial na comunicação interna, especialmente porque significa aceitar que sempre podemos melhorar nossos processos. Antes de qualquer coisa, a escuta ativa e a abertura para feedbacks são essenciais. Tendo esses pontos estabelecidos, cabe entender que referências externas são ótimas guias e instigam a reflexão, mas não podem ser o limite. Cada organização tem uma cultura, com demandas e pessoas diferentes. Ajustar as táticas significa olhar para o mercado, escutar as pessoas do seu time e pensar em melhorias que façam sentido com o que essas pessoas pedem. Equilíbrio sempre.

Nicht nur für die externe Kommunikation gilt: Kennen Sie Ihre Zielgruppe - in diesem Fall die Mitarbeiter. Auch ein den Zielen des Unternehmens und seiner Kultur verpflichtetes Team ist heterogen. Umso wichtiger ist es, alle Beteiligten bei der Transformation interner Kommunikation - sei es über neue Plattformen oder Teamstrukturen - mitzunehmen. Zu viel Veränderung kann überfordernd sein. Umso mehr, wenn die Betroffenen nur unzureichend am Change-Prozess beteiligt sind. Ihnen muss die Zeit gegeben werden, sich den neuen Herausforderungen anzupassen, bevor sie mit weiteren Veränderungen überfrachtet werden - auch, wenn sie sich dem Weg nicht verweigern sollten. Veränderung ist ein Marathon, kein Sprint!

Mostre que a comunicação interna é estratégica! É desafiador estar no centro dos alinhamentos. O diálogo é a chave para estabelecer relações de confiança com stakeholders e pessoas da organização. Uma comunicação alinhada demanda pessoas porta-vozes que valorizem a transparência e a abertura à feedbacks em todos os seus pontos de contato, de modo a reforçar a cultura na qual estão presentes. Nesse sentido, inovar também implica se desafiar a estar mais próxima de pessoas-chave e confiar no desenvolvimento contínuo, trabalhando a vulnerabilidade e estabelecendo limites e acordos alinhados com a missão e visão de negócio.

Consistency is key! Die Ausrichtung interner Kommunikationsstrategien an vorangestellten (Unternehmens-)zielen ist unabdingbar für die Schaffung einer kongruenten Unternehmenskultur, die alle Mitarbeiter mitdenkt. Dazu ist es entscheidend, die Botschaft entlang dieser Maßgaben in Inhalt und Form konstant zu halten und so auszuspielen, dass alle Beteiligten sie aufnehmen und sich mit ihr identifizieren können. Veränderungen sind dabei nicht ausgeschlossen, müssen aber beidseitig mitgetragen werden - und nicht top-down verabschiedet werden. Kommunikation ist heutzutage immer bilateral - die Botschaften und Werte müssen es auch sein.

All of the above are excellent recommendations, all based in good practices, and definitely very clear ways to link internal communication with organizational strategy (and ultimately with customer engagement). I tend to make sure that every one in the organization is able to answer five key questions: 1. Where do we come from? 2. Where are we heading to? 3. How are we doing? 4. What is my part of the job and how is it connected to the organizational web? 5. Who cares? All in a honest, assertive and open to feedback manner.

What else to consider in aligning internal communications with organization's goals and objectives? Apart from given goals and messages and necessity to engage staff through tactics that allow measurability of outcomes, and tactics to sustain efforts a very important factor should be considered: people are different and have different cognitive functions in their conscious mind. This is why for some of them a procedure to achieve a goal is important and for some the why to achieve to achieve a goal is what makes them want to achieve something. This perspective aligns with crafting messages to particular audiences, but it relates also with all other factors, including measures.