How internal communications can help to fix the 10 most common causes of staff disengagement
Internal comms within the NHS is a huge job, particularly since the arrival of COVID. But, with evidence from Bain proving that an employee who feels engaged and inspired is 125% more productive, it is clear that internal comms plays a huge part in keeping the NHS going.
There are however a lot of plates that need to keep spinning for your internal communications to achieve their maximum impact. This blog explores the factors that hold internal communications back and how to overcome these challenges.
Three core problems
The most common challenges facing internal communicators can be categorised into three groups:
1) Staff
Each of your staff work differently and think differently. With such an array of different minds, it can be very difficult to engage with everybody. But for those who are less engaged, there are a number of reasons that directly impact how they feel that could be holding them back.
2) Your organisation
The nature of your organisation and the leadership team all impact the effectiveness of your internal communications. It is here that there will be numerous variables, such as a managerial change, that could rock your perfectly aligned internal communications strategy at any time.
3) Your way of working
How you deliver your internal communications strategy is often overshadowed by the two points above. But your processes and tools are just as important to the smooth running of your internal communications strategy than the other two points.
Now let’s look in more detail at these factors and how, as an internal communicator, you can help to resolve them.
Your staff
Your staff are the very reason that you have an internal communications strategy. They keep the NHS running but there are various factors that can prevent your internal communications from resonating.
1) A lack of recognition or development opportunities
If an individual doesn’t feel appreciated, they will rapidly become disengaged. Everyone needs to feel like they are contributing value.
Recognition will come in various forms but a simple “thank you” can go a long way. Encouraging peer-to-peer appreciation and acknowledging exemplary performance consistently across departments can be a great morale boost.
Closely linked to recognition is the opportunity for progression. Career development is the number one reason why employees leave their job. If they cannot see an avenue for personal growth, they will become unmotivated and disengaged.
The solution: While policies are in place they may not be well known across all your staff. Your first step will be to ask a cross-section of people whether they know about the relevant policies and what they know about them. This will give you an indication as to how great the education process will need to be. From here you can build awareness campaigns into your internal comms. That could be simply making people aware of recognition schemes or it could be a regular ‘recognition’ feature in the staff newsletter.
In addition to educating your staff, you may also need to educate line managers so they know when recognition is warranted. That will help to ensure consistency across all teams.
2) Day-to-day frustrations
A standalone frustration is barely given a thought but a frustration experienced day-in-day-out soon grows into something much bigger.
This could be a laborious process or a disrespectful colleague. No matter how severe the frustration, if nothing is done about it, in time, it will cause disengagement.
The solution: A frustration can only be solved if the individual shares that frustration. There are various ways this could be done – via their line manager, staff surveys, staff unions, staff forums or suggestion boxes. By reminding staff of the different outlets available to them you will encourage them to have a voice.
Of course, the other essential factor is to then help remove the frustration. Depending on the nature of it, as an internal communicator that is likely to go beyond your scope and require various other departments, but you can play a role in communicating any resolutions. Particularly if the resolution impacts multiple people. Acknowledging a problem and then demonstrating how it will be resolved is a brilliant morale booster. Consider presenting this as a mini case study – highlight the problem, the way in which the issue was discussed, what the resolution was and what it feels like to now have a resolution. By painting the entire picture your staff will be reminded that it is worth raising their frustration.
3) A lack of collaboration
With so many employees this is a major challenge for the NHS. If your staff lack interaction with colleagues it is likely to impacts how well they can do their job.
The more you can connect your staff the more they will take accountability, the more they will learn and the more they will achieve.
Ultimately, a collaborative way of working drives empowerment. An empowered workforce will feel able to make their own decisions, contribute more and achieve more. All of which breeds satisfaction.
The solution: How you encourage collaboration will depend upon the tools your staff have available to them. For example, if you have an intranet with an employee directory you could both encourage staff to keep their profiles up-to-date and promote the location of the staff directory. You could also promote different individuals or departments in a ‘getting to know you’ feature. Include examples of how they support other teams or pitch it as a mini CV. You could also run some mini webinars or podcasts in which different services talk about something they have learnt that could benefit other teams too.
It may also be beneficial to remind staff of certain procedures to help them connect with their colleagues. For example, the process for contacting the IT department, or where to find a form to request PR support.
When you have such a large workforce there are many opportunities to collaborate and learn from each other. With your input, you can help to facilitate these interactions.