How should be the management of internal communication in organizations?

There is a widespread myth according to which organizations and companies must dedicate themselves to two main areas of work: offering an attractive image abroad, showing their most "friendly" and human towards the outside, on the one hand, and towards the inside, managing both material resources and personnel as if they were the pieces of a machine to generate money, on the other. other.

That is to say: control to the maximum the image and the information that is given from the outside through marketing, and adopt mechanical logic and cost-benefit behind closed doors, without communicating beyond what is strictly necessary so that employees know what to do to do their job.

This idea is not only tremendously reductionist: it is also completely wrong. It is not in vain that marketing has a presence both inside and outside organizations, and one of its pillars, Public Relations, devotes good part of his job to manage the internal communication flows between the teams, departments and individual workers that make up the Business. Therefore, throughout this article we will talk about

the keys to take advantage of internal communication in this kind of context.

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Characteristics of internal communication in companies and organizations

To properly manage internal communication flows in the context of companies, The first thing is to understand the nature of this class of phenomena, its fundamental characteristics. This implies learning the theory and practice of the exchanges of information that take place both in organizations in general and in the one in which we work in particular, which entails observing and training for months. Now, the most important is summarized below.

• There are three main types of internal communication depending on the direction in the organization chart in which the message is projected: ascending (of base or intermediate workers towards superior instances), descending (from managerial positions to intermediate positions or base workers) and horizontal (among professionals with positions analogs).
• Beyond its instrumental and pragmatic use on a day-to-day basis, internal communication reflects the values ​​and work philosophy of the organization.
• Internal communication does not only take place through official channels: it also has an informal facet.
• Right or wrong, internal communication is not spontaneous; It is a process that starts from the strategies of the organization to reach its goals in the short, medium and long term.
• Internal communication is not limited to transmitting information, but also seeks to have a psychological impact on the recipients of the message.

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How should internal communication management be?

These are several of the fundamental principles to take into account when managing internal communication flows in companies and organizations of all kinds.

1. You are always communicating, even when nothing is being said

This is one of the most universal principles about communication, and it is fulfilled in all kinds of communicative exchange. Silence, the fact of not making a statement about something relevant at a given time and place, it also says a lot about the sender.

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2. Internal communication strategies must be consistent

Lack of consistency in what is said can lead to even more confusion than saying nothing. A mistake of this type can alter the work dynamics in a single day and generate misunderstandings with a high economic and social capital cost. because of the discomfort generated.

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3. Aesthetics also communicates, so you have to take advantage of it

Not everything is reduced to the text. The world of graphic design has a lot to say in the field of internal communication, and visual and audiovisual resources must be used to express the identity and philosophy of the organization, as occurs with advertising directed towards potential consumers and customers. That is why there are style manuals, graphic resources that are associated with the company, etc.

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4. Internal communication must be supported by technological advances

Today there are such advanced technological tools that it is inexcusable not to have planned communication channels. communication that allow messages to be sent quickly and directing them to people and groups adequate. Workers expect to be able to use them, and if you can't offer them this, their satisfaction with the organization will decrease.

5. What is important must be communicated through official channels

If a dynamic is created in which the most relevant information is expressed only informally (for example, in a meeting at the bar after work), this will give rise to dynamics of inequality and grievance that will surely cause discomfort, because people with less personal relationship with the top and middle positions will be at a disadvantage. Communicating correctly is also preventing imbalances of this type from being generated.

6. Communication flows must be coupled with internal promotion plans

Internal promotion mechanisms must go hand in hand with communication and nomination protocols that are clear and understandable for all the people who choose to ascend. In this way there will be that "valve" that allows the members of the company to see their future in the company they are in, because they know that it can offer them incentives and opportunities to continue developing.

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7. Internal communication must be informed by the field of labor relations

This will avoid creating conflicts, will facilitate cooperation with trade unions and will guarantee that workers' rights will not be violated due to simple ignorance.

8. Don't Forget Upward Communication

Some managers make the mistake that internal communication is reduced to passing work "instructions" to employees, from the top down. This causes problems to accumulate, because when a problem or cause of job dissatisfaction arises, workers have no way of expressing it until an internal crisis erupts.

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Do you want to learn about managing communication flows in companies?

If you are interested in training in this and other areas of Human Resources leadership and management, the Master's Degree in Talent Selection and Management from the University of Malaga is for you. It is a training program that lasts a year and a half and addresses the two main areas of HR: the selection and recruitment of personnel, taking taking into account the jobs to be filled and the needs of the organization, and the development and implementation of strategies to motivate, solve conflicts, train and create an adequate organizational climate so that the company can retain talent without depending on the constant entry of new personal.

In addition, in this Master they participate as professional teachers from several of the main companies that operate in the Spanish territory, as well as experts in the field of behavior. To know more, get in touch with the University of Malaga (UMA).