Objective

Internal engagement

Keeping employees informed, involved and able to speak for the company.

Internal engagement keeps employees informed, involved and able to speak for the company, above all through change. An integrated plan works through line managers and two-way channels rather than announcements alone, uses town halls and kick-offs for the moments that matter, and makes sure that what staff hear inside matches what the public hears outside.

What matters when choosing

Managers briefed first and given what they need to explain the message and answer questions.
Channels that reach everyone, including frontline staff without a desk or a company email address.
Ways for employees to ask, respond and be heard, and evidence that someone acts on what they say.
One calendar shared with external communications, so that staff never learn company news from the press.
Measures of understanding and action: whether people can explain the message and act on it, not only how many opened it.

Questions to ask vendors and agencies

Could a frontline employee explain this change in their own words tomorrow?
What do managers need from us before they talk to their teams?
How will we hear what employees think, and what will we do with it?

Common mistakes

Broadcasting announcements and calling it engagement.
Going around line managers, who carry most messages to their teams yet are often the last to be briefed.
Adding more messages for people already tired of change, instead of fewer and clearer ones.

Typical disciplines Internal communications Events and experiential Public relations Sponsorship

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