Internal PR

Student: Mirna Llaquelin Pantaleon Perez

Teacher: Ivan Ocampo

Subject: Concierge and public relations

Group: TU51
 Manual

A manual is an administrative instrument that explicitly contains guidelines on

which communication within the ECR should be governed, with the purpose of
unifying the symbols of the institutional image and regulating the formal
communication of the institution.

The manual of internal communication is aimed at the entire internal human team
of the organization and is the document that serves as a reference for all
departments, practically it is the message that is being launched to the entire work
team of "who and how is the company" and must be supported by this document.

It should be understood that it is very important to have defined how you want to be
perceived by employees, because it will be the same message that they will
generate outside the company, because they are the best letter of introduction and
can become the best ambassadors of the organization.

This will help you to create ideas about the development of the strategies, their
application and above all it will help you to get involved and know every corner of
the company.

The strategies and tools you will use; among the tools you can use are
interviews, surveys, group focus, psychological examinations or activities
aimed at all staff; for the collection of the following information:
Informal corporate identity: That is, to understand the "informal culture" or
everything that happens in a "normal" way (customs, what happens in the
corridors, what happens in meetings outside of work, media), that is, everything
that is not written or defined as "formal", but still happens.
Compare the scale of values: Which of your values are practiced and why?
Identifies whether employees identify with company values and see them as part of
their activities or as part of their personal goals.
Organization chart vs Sociogram: Identify the leader of the team, that person who
does not have the position as such, but is the one that employees listen to and
follow, and ask yourself, is the distribution of informal positions the same as that of
the organizational chart?
 Finally, analyze if there is a good level of feedback from employees at the highest
levels of the company, remember that feedback is basic in this process.

In this manual you must include the following sections:

Executive summary: A brief summary or introduction of the communication manual,

specifying what it is for, that is, what you want to achieve in a general way, as well
as the philosophy of the company, so that anyone who consults it understands its
reason for being.
Study of the environment: In this part add everything you found about the
environment of the company, the SWOT analysis, the definition and recognition of
the profiles of the employees, (educational level, socioeconomic level and
psychological profile); for each of the areas.
Objectives: What is the purpose and purpose of the manual?
Strategies: Includes the appropriate means, tools and type of language for the
communication of messages by each area and by type of situation.
Calendar: Periodicity for each type of message and action, will there be
campaigns, events or other action to be developed? It should be noted in this
section.
Evaluation and monitoring: Here you will define how the success of the internal
communication manual will be periodically evaluated.
With all this information that could be your internal communication manual, if in
your company there is no group of organizational or human resources
communicators, you can turn to experts who are in charge of these activities and
give you a much broader view since they are people outside the organization.

Example:

At Coca-Cola, internal communication is part of the

company's key functional processes, because they are
integrated into the core strategies of the business, its
philosophy and its values. Coca-Cola seeks the inclusion of
its people by awakening passion, inspiring them and
actively engaging them with daily commitment through the
actions it undertakes.
 Informative meetings

It remains the most used tool, the mechanism par excellence, to communicate face
to face, since it is an instrument of great mobilizing efficiency.
This type of meeting may be of a general nature or with a smaller number of
people, but the most important thing is that there is a written material in support of
the message, that a call is made of the precise day and that once the meeting is
over, a summary of everything discussed in it is offered.

In them, you will be able to communicate directly with your team and know first-
hand all the problems and inconveniences that may arise. The purpose is to
improve your personal interaction.

Example: In a hotel a meeting was held with all the delegates of each
department to know the total tips per department, and they can distribute it
to each member of the department.
 Internal review

As the name suggests, review processes establish in a structured way of analyzing

certain aspects of the organization. Applied to the legal or compliance fields, these
protocols determine which critical areas should be reviewed (or establish the
mechanisms to identify them), with what periodicity, the practical way of executing
and documenting them. Again, all of this must be consistent with the organization's
compliance goals.

Models that combine the two options are common, as achieving an extremely
detailed level of analysis of each and every aspect of the organization's
compliance may require resources beyond reason. In order to get an overview.

Example:

There are very elaborate review protocols, which not only aim to obtain a vision
about the level of compliance with the matters on which they are projected, but
also about the adequacy of the control processes associated with them. In this
way, through its execution, it is not only a process risk that could result in non-
compliance. In other words, they are trying to identify weaknesses in the way in
which certain areas are being managed to make improvements.
 Suggestion box

It is an online tool, for the exclusive use of employees, which is part of an internal
communication process that allows us to know your opinion about the procedures,
processes and services of the cooperative.
 
The purpose of the suggestion box is to receive your comments to improve the
processes, procedures and services of the company. Receive your suggestions
related to ideas, requests, observations, proposals both at the level of the different
areas, agencies or in a general way. Also send congratulatory messages to a
certain collaborator, work team or in general to the cooperative.

Example: At a hotel, employees were given an email to send messages about the
new manager's suggestion and what good practices should be done in the
department.
 
 Circular

An internal employee circular is a small administrative document, which is

distributed to employees so that they learn about a particular event.

The circular can be addressed to an exclusive segment, a department or all staff.

It is a short document that contains in a few words a whole message, unlike some
circulars that can be extended a lot.

A circular is issued for a certain group or sector in order that the news or
information reaches the entire sector in the shortest possible time.

A circular can be issued, for example, by the management of a building. For

example:

The neighbors are informed that, depending on the events that took place last
Tuesday, 14 May 2001, after 9 p.m. it is strictly forbidden to leave the central door
without a key.

Thank you.

Administration