In this blog, Stefan Joss presents a model for the impact of internal communication that was developed by Suva's communications team. The Corporate Publishing Manager is currently responsible for the customer magazine benefit as well as the annual and sustainability report. He previously worked in internal communications for 15 years in various companies. He is also a lecturer in internal communication at the MAZ in Lucerne.
What is this model about?
The model helps internal communication employees to sharpen their measures and thus increase their impact. It distinguishes between three levels: inform, inspire and empower. If these stages are successfully addressed, the likelihood that employees will engage with the company out of their own motivation increases. The stages build on each other.
You say that internal communication still often stops at the level of information. How can companies specifically promote inspiration?
Conveying information in an understandable way is a core competence of internal communication - for example through news on the intranet. This information work is essential. If there are gaps in information, employees fill them in themselves, often unconsciously. Then the rumor mill starts to bubble. In dynamic times, however, information alone is no longer enough.
Stories are a good way to inspire. If the listeners can personally relate to them, this can inspire and increase loyalty to the company. Dialogue formats are also key. When management and employees enter into a genuine dialog with an open attitude, it can be very inspiring for both sides.
Why is an open attitude in dialog so important?
In many companies, employees know their managers personally and know how they act in different situations. They can therefore quickly recognize whether their attitude is authentic. For example, do they really take their time in a dialog format, listen attentively and get involved? Or do employees get the feeling that it is just a compulsory event for management - perhaps even just another "new idea" for internal communication?
An authentic and open attitude from management, on the other hand, can have a very positive effect on employees. Such events are also usually inspiring for managers.
Many companies focus on information and inspiration, but empowerment is often neglected. Why is it so important and how can it be promoted?
It remains to be seen whether this statement is generally true. However, the link is sometimes missing: if empowerment takes place in isolation from information and inspiration - for example, when HR, communication and specialist departments go it alone - important synergy potential is lost.
In some change projects, empowering the target groups is even seen as the main measure, according to the motto: "Everyone will be trained in the new process and the rest will take care of itself." Of course, this falls short.
Empowerment goes far beyond training. This is a key element in ensuring that employees remain capable of acting in a changing environment. However, they should first understand what the change is essentially about (information), why the company wants to change (information/inspiration) and what personal significance the change has for them (inspiration). Only then can training and responsibility be transferred on a solid basis so that employees can act independently and autonomously within a certain framework (empowerment).
You see internal communication as a contribution to protecting against reputational damage. Do you have an example of this?
The model says that informed, inspired and empowered employees are more willing to stand up for "their" company. If, for example, they are approached about a critical newspaper report about the company, they will credibly represent the activities and values of their company - be it in the family circle or over an after-work beer after football training. This commitment strengthens the company's reputation, as employees are a very credible source when it comes to their company.
Conversely, the majority of investigative "revelation stories" in the media begin with a tip-off from employees. These leaks often have to do with employees feeling uncomfortable or insufficiently involved. Often there is even fear involved. Information, inspiration and empowerment through internal communication and other areas can provide a counterbalance here. Ultimately, comprehensive internal communication has a positive impact on external perception.
