How to strengthen company culture through purposeful internal communication
A positive company culture brings out the best in employees. And internal communicators have the skills and tools to make it a formidable asset for their organisation.
Organisational culture is an organic creature. Leave it alone and people will bend and shape it naturally.
Couldn’t you therefore sit back and let it find its own way in the world? You could – but it’s unlikely to result in the desired culture you’re after.
In the words of Ghandi, ‘A nation’s culture resides in the hearts and in the soul of its people.’
As an internal communicator, you’re in a brilliant position to make sure your your colleagues are immersed and invested in your culture – that they feel it. Are enriched by it. And are ultimately inspired in a way that compels them to stay, and grow.
In this blog we explore how internal comms can positively nurture organisational culture. So that it’s a source of motivation and pride for employees. And ensuring everyone is engaged, enthused and heading in the same direction.
What exactly is company culture?
Organisational culture, corporate culture, workplace culture – different names on the wrapper, but essentially all the same inside.
According to People Insight, organisational culture describes the ‘shared beliefs, expectations, language, customs, habits and attitudes of employees, as well as the company’s underlying values, norms and standards’.
For Rachel Miller, of All Things IC, it’s a ‘set of beliefs, values and “the way things are done around here”’.
And there are a number of qualities that are at the heart of positive, thriving cultures.
Research shows that an organisation with a positive culture – one that demonstrates qualities such as trust and respect, pride and belonging and fairness and transparency – benefits from more engaged employees, better business outcomes, and increased success in putting its strategy to work (Groysberg et al, 2018, cited in Hsieh et al).
Many of these characteristics aren’t something that can simply be bolted onto – or into – culture as an afterthought. They need the time and right environment to develop.
And these qualities need to be continually nurtured and reinforced to keep them alive – and that can be supported through your internal communications.
It all starts with the way we communicate – consistently, openly, and with a two-way flow of opinions.
A human approach to enhancing organisational culture
The CIPD (Chartered Institute of Personnel and Development) highlights how those in the people profession play a critical role in nurturing corporate culture, pointing out, ‘every organisation is made up of human relationships and human interactions’.
When you’re connecting with your friends, do you present them with a barrage of information and leave them no room to respond? Do you focus on the good stuff and sweep any potential negativity under the carpet? Do you ignore your friends’ preferences or needs and steamroll ahead in a way that’s best for you?
Chances are you don’t. You’re open and honest. Authentic and believable. You invite others to be part of the conversation, seeking their views and acting on them. And you don’t hide behind words and phrases that people need to Google – you use warm, human language.
Applying a similar approach to your internal communications will strengthen your company culture. Mirroring these human connections, fostering a sense of belonging and giving employees the information will give them everything they need to make informed decisions that bring your purpose and ambitions to life.
Make conversation the norm
We often hear people describe their organisation as ‘people focused’.
Open conversation brings real meaning to the claim. A lively and honest two-way exchange of information promotes a culture of openness and inclusivity, where people feel valued for their input and opinions.
Setting up forums and online channels to share ideas, ask for feedback and garner honest views puts employees at the heart of decision making – and gives them a psychological stake in what happens next.
Showing an enthusiasm to learn from employees with a variety of experiences makes them feel more valued, motivated, and loyal.
And positioning language so it promotes ‘we’ rather than ‘us and them’ is a clear sign that everyone is in it together – a brilliant way of promoting the strong sense of community that positive cultures are built on.
Role-model company values through internal comms
Respect, honesty, collaboration, sustainability – no matter what your organisational values are, putting them at the heart of your communications strategy is a surefire way to reinforce your desired culture.
This isn’t simply about making weaving the wording of your core values into your communications – though admittedly that’s a great place to start. Equally, it’s about communicating in a way that brings your values to life. Think walking the walk as well as talking the talk.
Here’s a few simple ways to put that into action:
- Inviting input or requesting volunteers through your comms illustrates collaboration in action.
- Sharing news – not just the good stuff – and being crystal clear about the why, what, when and how, demonstrates openness and honesty.
- Highlighting how your printed communications are created on recycled paper shows your commitment to sustainability is more than words on a page.
- Making sure your communications speak to your core values through both words and actions will keep colleagues connected to your culture, regardless of how they choose to consume them.
Get your finger on the pulse
What’s the word on the street? The mood of the moment? Are your comms hitting the mark? You’ll never know unless you ask.
Pulse surveys are great for testing the effectiveness of your employee engagement efforts. These quick polls offer immediate feedback. They’re unobtrusive. And they allow you to surface and respond to potential issues – before they become major problems.
How do people feel about communication at your company? Do they feel listened to? Do they understand the company values or purpose? Straightforward questions like these will provide you with priceless insights.
At H&H we use Limeade Listening, but there are lots of options for you to choose from. Survey Sparrow compiled a round-up of some of its favourites.
As well as providing you with valuable insights, surveys also promote culturally-boosting qualities including openness, fairness, and inclusion – attributes that are further reinforced when you share the results and act on the feedback.
Put tech in your comms toolkit
Keen to encourage a culture that values innovation and fresh approaches? Then keep your eye on the platforms that are specifically designed to boost engagement.
Look at your intranet platform, information portal, collaboration software, and mobile apps for colleagues who are not based in one location. Do you have a remote and disparate workforce – and if so, how can you keep them all connected with one system or platform?
A mobile app can be a powerful way to keep people connected with your company’s values, activities and news. A social messaging platform enables everyone gets the same information in the same way, regardless of whether they work at a desk, in a van, or down a mine. It’s a great way to build a culture of inclusivity and a sense of community.
Perhaps some of your tech has had its day and can now be retired. Why not get colleagues together to talk about what would work, or partner with some suppliers to run a pilot and test new options?
If it helps to build a well-connected culture, then it’s tech worth investigating.
Develop materials that appeal to different senses
Taking a multi-sensory approach to your comms makes sure everyone can connect to your organisation’s strategy, purpose, and goals in a way that resonates with them.
As communicators, you’ll know that some people relish written information. Others connect with vivid visuals, or love listening to presentations. Some respond well to imagery that evokes physical feelings, or get fired up by a musical metaphor.
So consider conveying complex information using both text and graphics. Host activities to help people explore new information in a tactile way, for example with values cards or sticker boards. Lean into music to engage those with an ear for a melody.
Encourage employees to step into the centre of a narrative by giving them sensory hooks to relate to – details and images that call to the emotions and subsequently remain embedded in the brain.
Draw people into sharing ideas by giving several options: typing into online chats, speaking, presenting slides and diagrams, voting in polls and surveys, or simply choosing visual symbols to convey their thoughts and feelings.
Bringing information – especially complex details – to life in ways that appeal to different preferences will capture a broader audience than a one-size-fits-all approach. It’ll also reinforce your efforts to nurture a welcoming and inclusive culture in which everyone’s invited.
So, what’s the score?
When you first set out your strategy, or make your case for budgets, you’ll have in mind what you want to achieve. So think like an accountant, and put down some target numbers.
How many people do you need to get involved with an engagement event? What open or click rate do you associate with a successful email bulletin? How many people are needed in a focus group to make it representative? Consider what success looks like and make these your KPIs. This way, you can plan from the get-go how you’ll measure them for your quantitative data.
Surveys and polls, once again, are your friends. Use them to check understanding and awareness, or gauge sentiments. You could hold discussions or a forum, support a team of comms champs to delve into colleagues’ opinions, and gather some great qualitative feedback.
All of this will show you where your comms are earning their keep, and where you need to adapt.
Proper, meaningful measurement in comms is never simple because it concerns human minds and feelings. So be creative and build in metrics that will hit the right balance between tangible numbers and impalpable emotions. Because the effort you put into it will pay dividends for your people, your culture and your budget.
So let’s cultivate that culture
A strong and positive culture is made up from many factors. And as internal communicators we have many of the tools and skills necessary to help it thrive.
Aligning our comms with company values, holding frequent conversations, conducting pulse surveys, putting tech to good use, and communicating in ways that resonate with many different people – they’re all useful strategies that will pay dividends.
The most successful organisations are those that embrace positive cultures, with employees who believe and live the company’s values. They walk the talk – living and breathing all the desirable qualities they wish to have. In every interaction they have with employees, they reinforce ‘the way we do things around here’.
Isn’t it great to think that we have the power and the know-how to help make that happen?
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