• Shaun Bateman

Four key elements to guide internal communication during COVID-19

During the COVID-19 crisis, virtual communication has become the primary, if not only, a way for most organisations to communicate with their employees. “During this time management has to be giving significant thought to every aspect of communication to employees. In an environment where people are consuming news more than ever before, and where fake news is causing tremendous unrest, organisations are not only needing to determine when and how they communicate, but also what they are telling their employees,” says Bizmod founding partner, Seugnet van den Berg.

“Naturally, as human beings, touch is a particularly important element and one that many of us have taken for granted up until now. However, while we are operating in a virtual environment, we need to remember that culture and creative communication is the only way that we can foster this,” says van den Berg. Internal communication has become more important than ever, as organisations move through the stages of this crisis, and employees find themselves adapting and transforming their way of working and grappling with a vision of what their new work normal is. Below are some key points from van den Berg for internal communication during this time:

1. Communication curatorship

This is a crucial part of communication during the COVID-19 crisis as this will form the backbone of the organisation’s communication strategy during the different phases/levels. The organisation’s stance and priorities need to be agreed upon and these need to be clearly communicated in all messaging. There is an abundance of information being communicated throughout the day on coronavirus and, as a result, the organisation should not be tempted to divert their messaging. An approved strategy will keep everyone aligned.

2. Proactive communication

Effective communication cannot be done retrospectively; it has to be timeous and relevant. Planning and preparing content in advance, that identifies needs, trends and different outcomes is imperative – What happens when the lockdown is lifted? What happens if we go back to level 5? What happens if a positive case is found in the organisation? Knowing how you will communicate your organisation’s plan in different scenarios will help to ensure that employees are feeling secure.

3. Type and tone of communication

The type and tone of communication should be informed by the stage of the crisis and how employees are feeling at that point. Most employees will be feeling anxious and uneasy and therefore all communication should be precise, relay facts, and provide uncomplicated and straightforward information. Utilising different communication channels can assist in relaying messages and ensuring a sense of contentment amongst recipients.

4. Visual representation

The visual aspect is often neglected but it is not only about ensuring the message draws attention, but also provides an opportunity to reinforce the organisation’s brand in a virtual work setup. Visual elements help to facilitate a sense of connectedness.

“The overall purpose of internal communication during this pandemic is to keep the lines of communication open – to create an atmosphere of affiliation and belonging, to reduce anxiety, and to reduce risk,” says van den Berg.



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