An organisation that neglects internal communications is like a husband who sees no value in regularly telling his wife that he loves her because he believes them being married and living together suffice as daily reminders of his love for her.
A job contract, a job description, and a supervisor (however strict), their importance notwithstanding, are not enough to keep most employees committed to and focused on the mission and objectives of their employer.
Human beings do not operate like machines which once configured, can retain those particular settings for their lifetime. We are very dynamic and susceptible to reconfiguration by any of the many voices in our world. And if an employer's voice is not among the many voices that an employee hears regularly, the employee soon drifts away from the mission of the employer.
Employees need to be reminded, regularly, of their employer's mission and what and how they [can] contribute to that mission. In addition to the remuneration, employees need regular affirmation for their work so they can be certain their contribution is important, valued, and appreciated.
Employees need to know what management is planning so they can better manage expectations by setting goals aligned with those plans. Employees have an inherent desire to connect with colleagues beyond professional work. All these birds, and more, can be hit by one stone - vibrant and effective internal communications.
When an organisation has internal communications gaps, those gaps lead to employees feeling they are not as important [to the organisation] or some employees feeling they are more important than others.
For example: It is easy for an accountant to not see the importance of their contribution to the writing of a successful project proposal just like the proposal writer may not quite appreciate the accountant's contribution to the success of their work. It is common for drivers and cleaners to feel like their contribution to the mission of their employer is not as important as that of the white-collar staff.
It is also common for project implementing field staff to believe that they work harder than the employees who never leave their desks. All such feelings are a great catalyst for staff demoralisation.
Through internal communications, all the above misconstrued feelings can be realigned and employees helped to see that each person's contribution, regardless of designation, is very important and adds great value to the holistic work of the organisation.
Using different channels of internal communications such as staff meetings, management team bulletins to staff, newsletters, etc., an organisation can create a platform where staff share about their work goals, plans, and experiences.
Peer-to-peer level internal communications foster collaborations and build strong teams by allowing people/teams to share and solicit for the help they need (professional and personal) to be able to do their work. At management-employee level, they create a platform for management to recognise and appreciate staff for work well done, re-envision the team, share the plans they have for the organisation, and share feedback.
As an organisation, before you invest in external communications (aimed at interesting outsiders in the work that you do), you should, as of first importance, invest in having vibrant and effective internal communications because without a team of well-coordinated and motivated staff you will soon have no organisation to communicate about externally.
Remember, all [proper] employer-employee relationships are formed through communication. From writing of the job description, writing of the job advert, individuals applying for the job, screening the applicants, and selection of the best candidate for the job, it is all communication.
With the relationships now established, communication is still what you need to keep the bonds in those relationships holding and vibrant.
A communications expert