Getting Internal Comms Ready for Post-COVID-19

Harvard Business Review published a piece online last week that encourages organizations to start planning for their new reality when we emerge from COVID-19. Likewise, internal communications should absolutely be preparing for the return to the new normal, whatever it winds up looking like. Employees will return to a workplace they no longer recognize. Effective internal communications will be essential.

Culture. According to the authors, “A crisis can bring people together and facilitate a collective spirit of endurance — but it can also push people apart, with individuals distrusting one another and predominantly looking after themselves.” Organizational cultures will look different in ways both subtle and dramatic. Internal communications must be ready to not only explain changes in culture to employees, but also to gather intelligence on how employees are reacting and feed that back to management.

Processes. We don’t know what the new working world of our offices will look like. But we can be assured it will be different that the one we left before COVID-19. There will be new processes to follow. IT, Facilities, HR will all have new ways of doing things. Remote working options will change. Use of hotelling and hot-desking may increase. It’s not even out of the question to see the once-beloved open plan work environment go away. No matter what changes are in store, employees will need clear, consistent communications. And, by the way, they will be playing catch-up with their regular work, diving into new initiatives to get the business back on track. Their attention will be taxed. New ways of communicating will be needed, too.

Initiatives. In the HBR article, the authors talked about the need to identify “projects for tackling your coronavirus-related problems.” A natural tendency will be for organizations to undertake a large number of initiatives. Acting as counsel to business units and functions, we must ensure internal communications are considered for any initiatives - from the ground, up.

Preparedness. Are you ready? That’s what the authors ask: “Are you ready and able to accomplish the projects you’ve outlined, particularly if much of your organization has shifted to remote work?” This is where the internal communications counsel provided for planning initiatives will prove its worth. What’s more, take stock of the internal comms toolkit. Do you have everything you need to get your message through? When was your last communication audit? Employees might be inclined to respond in higher numbers, as they’ll most likely be eager for communications.

Leadership. When teams return to whatever normal looks like, leadership MUST be visible and engaged. For larger organizations, if it is still not possible to travel then a virtual presence is essential. Employees have to hear from top leaders as the organization emerges from the COVID-19 crisis. Consistent, confident and transparent messaging is needed. Internal communicators need to be ready with the tech skills to make it happen. If you weren’t an expert in Zoom, Teams, Workplace, now is the time to do so. And while you’re at it, sharpen your video editing skills.

Planning. Dig out your crisis communications plan and update it. Don’t have one? Create one immediately. If there’s anything we should have learned from COVID-19 is the fast and unpredictable nature of the crisis has been unrelenting. Planning for the next one is not just wise - it’s necessary.

Measurement. As you implement new and updated communications, measuring their effectiveness is vitally important. As you fight for attention and adapt to internal changes, making adjustments based on data will help accuracy, focus and understanding.