We have mostly been used to think in the categories of "message" and "channel", and recently the question of which channels are better to use to reach the employee, regardless of where they work, has come to the fore. However, I would like to draw attention to the fact that the channel itself cannot solve the issue of awareness, involvement, inspiration, or team feeling. This is mostly caused by internal communication messages, activities and the rhythm of their implementation. What do I mean by "rhythm"? How regularly and rhythmically we communicate something to our employees or develop engagement activities. Well, for example, can employees trust that once a week throughout the year, on a certain day, through a certain channel, they will receive a certain type of message from a certain message sender?
Why is this important, you ask? In my opinion, the secret is that employees, knowing this rhythm, can rely on the flow of information. This is how trust is formed in the internal communication process, which makes it possible to reach listening ears more effectively and to ensure that employees respond to management's calls to pay attention to something, to act or think in a certain way. Pamela Mounter expressed a similar thesis: “When communication works well, people are encouraged to say what they think about the information they have been given, and they see that what they say matters. When people see management responding to their feedback, the process gains credibility.” Therefore, it is important that at the organizational level we split the message and activities into time units, evaluating what information we will offer once a day or a week, a month, a quarter, a half year or a year. The need to say something every day should not be a goal, but in a situation where there are rapid, radical changes or the organization is going through a crisis, information once a day at a certain time is a very effective approach. How to understand what and when to say?
We communicate issues of vision, goals, progress and organize discussions once a month, quarter, half year or year, depending on the specifics of the company.
Once a month or a quarter, engagement events that allow employees to contribute to the activity, project or achievement of common goals.
Once a week and a month, the most important current deals, projects.
Once a day at a certain time, what is relevant in times of radical change or crisis.
In summary, I would also like to say that the rhythm of communication both calms the recipients of information or those involved, and creates order in their work process, because it is not necessary to divert attention from work to read the next e-mail or notification received on internal networks, which is not directly related to work performance. People get used to receiving what is important in a certain way, at a certain time, to feel the overall context, to be "on the same page" on the way to achieving the vision and goals, to relax or to engage.