Wouldn’t life as an internal communication practitioner be simpler if we could reveal the secret to the perfect channels mix, right here, right now?

We’d love to – but sadly, there’s no such thing.

Developing a channel strategy specific to your organisation, culture and employees is key in engaging employees, keeping people informed about what’s happening and giving everyone the opportunity to have a voice.

Independent communications practitioner Jane Revell said: “Don’t assume because you have always done something that way, it’s the only way to do it.

“Channel audits are an incredibly useful way to take stock of what you’re doing and why.

“Understanding what you’re trying to achieve should help you to decide which channel to use for the most effective outcome.

“But first you need to have a clear understanding of the purpose of each of your channels.”

An audit will evaluate how effectively channels are performing against strategic communication objectives. It will inform your internal communication strategy and will also help streamline activities in line with overall business objectives.

Five internal communications audit pitfalls to avoid

“The best place to start is by listening to your people,” advises Jane. “Speak to them, ask them what they want – and be prepared for a few surprises.

“You need to understand exactly what employees are getting from each channel.”

A wide range of communications channels are available, from face-to-face sessions such as roadshows, town halls and team meetings to printed publications and digital tools.

It is important not to jump on the bandwagon to take on every new channel available.

Discovering your peoples’ different needs and preferences will help you decide which channels are appropriate for your organisation. Involving employees in shaping new channels is a great way to gain their buy-in and engagement with them.

Jane added: “Having a clear mix of both one-way and genuine opportunities for giving employees a voice is essential in every organisation.

“Channels that focus on listening and responding to feedback are a vital part of any channel mix, and can have a powerful effect on overall employee engagement and, ultimately, your organisation’s performance.”

Finding the channels that work for you

Premier Inn and Kier Group have both recently audited and reassessed their channel mix accordingly. We asked them about some of the new routes they’re taking to connect with their employees.

Gordon Dowall-Potter, Head of Internal Communication at Kier Group and his team, explains which channels are currently working for their organisation.

Construction, services and property company Kier Group created its channels strategy following its bi-annual employee engagement survey. With 24,000 colleagues – a mix of online and offline – in around 100 locations, reaching everyone is tough.

“We wanted to allow all our colleagues to properly engage and interact, regardless of whether they’re office based or out in the elements. We have created our own channels formula which keeps our non-connected colleagues at the front of our minds: online + offline = one line. We will no longer consider our channels as independent ways of engaging with our people. We treat them as one. This is why we have launched some new vehicles to help us do just that, branded under Kier Connect,” said Gordon.

But to reach offline employees, the team also launched the Kier Connect Noticeboard, for which managers can print off key messaging that Gordon’s team manages centrally.

Clare Elevique, Channels Manager, said: “We want a red thread running through all our messages. Usually, in a sea of noise, noticeboard messages are missed. Our noticeboard has eight slots for posters; if one is missing, the text reads ‘Oops! If you can see this message, you are missing a poster’ and gives the URL where they can download the latest materials.

“The Kier Connect app also has a section showing what the noticeboard should look like each month and a function to download the posters and email them to yourself for printing.”

Roadshows for all, not some

Another of Kier Group’s recent changes to help reach offline employees was to open up its annual employee roadshows to those outside of middle management and do exactly what they say on the tin.

“Regardless of grade, if you have Kier on your payslip, you are invited to come along,” said Gordon. In addition, they also now take a comms tour roadshow bus to sites across the UK.

“Suddenly, we had people in hi-vis jackets and hard hats at our roadshows and the feedback and response has been impressive” said Clare.

“Those on sites come along and have the same opportunity to receive information first hand, as everyone else.”