Change communications is a specialised field that enables impacted groups and audiences to understand the relevant details of upcoming changes. Strong change communication approaches draw heavily on the professional practices of Communications Managers and Specialists. In today's article we examine whether change communications is any different to general corporate communications. If so, how, and does it matter?
Purpose and Focus
General Corporate Communications
The purpose of corporate communications is to inform and create awareness within an organisation, to open up channels between decision makers and employees, and to ensure there's a way for important information to reach people who need to know. The channels that might be used in corporate communications include the intranet and email, brochures, social media, messaging in collaboration tools, newsletters, posters, digital noticeboards and many others. The key target for general corporate communications is ongoing information provision to create an informed audience.
Change Communications
On the other hand, the purpose for change communications is more specific. It aims to inform impacted groups and key stakeholders about the change so that they know what to expect, and to proactively overcome resistance and denial of change during organisational transitions. This may include more emotive elements than straight corporate communications as it aims to appeal positively, to express inclusivity and to facilitate acceptance.
Components
The components of both general communications and change communications include the message, the audience, the spokesperson and the channel. We may see these used differently between each style of communication. As in-house communications teams will tell you, different channels are more effective for different combinations of message, audience and spokesperson.
Decisions about which channel to use for which purpose may have been driven by past experience of what works, or strategic decision-making that may leave certain channels exclusive to their own strict and recognisable purpose. For example, emails to the entire enterprise may be restricted to messaging under the CEO's signature.
In general communications, channels like newsletters, intranet and email groups are used for announcements, updates, and routine information to maintain an ongoing communication flow. In change communications, however, messaging may be required to advise about risks and impacts, reinforce training, engage stakeholders in feedback mechanisms, manage resistance or for project management and governance purposes.
Change communications need to be relevant, timely and rapidly accessible to the target audience. The essential role of change communications is that they are engineered to move a project from concept to acceptance, enabling readiness for change.
Key Learnings
Admirably, organisations understand the benefit and necessity for clear communications with employees. However when it comes to change communications, we often see organisations trying to communicate before there is much to say. This can be a problem because if the communication falls short of what people want to know, it opens up speculation and gossip.
If this is occurring, it may be useful to develop some 'awareness' communications, including an Elevator Pitch and Frequently Asked Questions (FAQs) that can be shared with general audiences. Create an intranet site or other online portal and direct employees to the site. Ensure there is a way for employees to ask questions, such as an email inbox. It is vital to maintain any online presence and to answer questions and acknowledge feedback.
More detailed communications about the change should keep pace with the overall project management plan; communication should not lead the program. If communication gets ahead of solution readiness, generating interest and excitement with change audiences, organisations can find themselves over-committed to an approach that later turns out to be too costly or otherwise infeasible.
Example Scenario
Imagine an organisation is rolling out a new scheduling tool for use with customers. To determine whether change and general corporate comms are the same, let's look at what might result from each style of communication.
In a general communications approach, customers might have seen an email and an article in the quarterly magazine. They may know what the tool is, but more detailed questions may remain unanswered. How do they use it? What does it mean for them and the organisation? What happens if they choose not to use it and continue with the familiar scheduling tool? If this were the entire communications approach, the result would be customers perceiving it as “just another new system.”
By contrast, change communications would take a more comprehensive and detailed view communicating to customers about relevant information as it becomes timely to do so. This might include inviting them to attend training, a detailed analysis of how they will be impacted by the new tool, the ability to provide feedback, and addressing resistance to adopting the new scheduling system. Change communications support the specific change program, including stakeholders and impacted groups at relevant points. This results in an audience actively embracing and using the new tool.
Are Change Comms and general Corporate Comms the same thing?
Change communications and general corporate communications are obviously related, but they serve distinct purposes. While general communications inform, change communications support the change management program, driving acceptance and sustained use. Organisations benefit from recognising these differences and leveraging both disciplines effectively.
Successful change is far more than what you say about the change — it’s very closely related how people feel. Employees who feel included in the change, and are invited to shape decisions along the way, will be more engaged and prepared to adopt it.
To explore getting assistance with your communications approach, book in a free call with Agencia Change
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