Internal Comms Key as Employers Weigh Return-to-Office Options

Internal communications has traditionally – and unfairly – been a bit of an afterthought in the communications world.

PR scores the headlines. Social media makes a splash. Internal comms often happen in the background.

Yet the COVID-19 pandemic – and the vital need to keep employees informed and engaged – has underscored the significant value of internal comms.

And internal comms may be facing its toughest test yet as we move toward a post-pandemic work life. The Wall Street Journal recently detailed the challenges facing employers and workers as organizations consider remote, hybrid, and on-site working options for employees.

This is sure to be the hottest of hot buttons at many workplaces. And internal communicators will be charged with taking the lead in effectively communicating what is happening and why.

Here are 5 key steps to consider:

Get a seat at the table: The sensitivity of return-to-office issues, and the potential impact they could have on your organization, make effective employee communications more critical than ever. If possible, try to get engaged in leadership’s discussions about new policies. This will:

a) give you greater insight – and input -- on what decisions are being made and why,
b) provide the opportunity to emphasize to leadership the importance of communicating changes in a thoughtful, strategic and thorough manner, and
c) give you a head start on developing clear and effective messaging and anticipating employee questions.

Emphasize the ever-changing: If the last year has taught us anything it is that things can change dramatically overnight – night after night after night. No doubt, humans crave certainty, but the only certainty is that change is inevitable. Being upfront about this reality builds credibility, trust, and clear expectations. Encourage your leaders to share their experiences and vulnerabilities regarding change around workplace issues in a way that will connect with employees and create a ‘we’re-all-in-this-together’ mindset.

Give it to them straight – with rationale included: Not everyone is going to like decisions being made regarding where and when they will be working, but most will respect that information if it is being shared in a transparent, complete and rational way.

If employees sense that they are not getting the full story or one coated with sugar, you will surely lose their trust. If your organization will be shifting to new policies, explain these policies clearly and back them up with rationale for why it makes the most sense at this time.

Also note that such policies are subject to change if COVID-19 re-emerges with a fury, or other external factors dramatically change the calculus.

Invite feedback, strategically: It’s essential to provide employees with a way to share their opinions. Yet opening up live chat or an open forum to discuss these issues could be a recipe for revolt, with the risk of battles being waged in real time between those who have starkly different views. A better move is likely to create an e-mail box in which people can share their opinions and feedback. Ideally, you want to have a mechanism to respond, if not individually, then through follow-up communications that could be framed as a Q &A with HR or other leaders.

More is more: Employee unrest thrives in a vacuum. If the next steps for your company regarding workplace policies are still not finalized, let employees know that you’re still working through your options. As you do so, provide context regarding the factors that play a role in the discussions. Once you start communicating about changes, don’t assume that one e-mail from your CEO or president will cover it. Develop a plan for reinforcing the message that includes anticipating questions and concerns that may arise. And make sure that managers are fully versed in the change and have the tools to answer questions in clear and consistent ways.

This next – and hopefully final – phase of the pandemic is sure to test organizations large and small. Those that maintain strong and open communications with employees have the best chance to thrive. Those that don’t, do so at their own risk.