Talk to employees to understand how best to reach them.
In a hybrid work environment, the relevance of a solid internal digital structure cannot be overstated. The National Wildlife Federation lacked this when Alyssa Oshiro joined the team in 2021 as its internal communications director.
At the time, the company relied on email as its main channel of communication. It was working okay, but the Federation’s employees had lobbied for a more robust internal digital framework, or the tools an organization uses to facilitate communication like an intranet, interactive newsletters, team chats and more, for years, she said.
Recognizing the need for improvements to its tech stack to increase engagement, foster connection and streamline information sharing, Oshiro got to work, gauging the current vibe and conducting a digital audit.
“The investment in my role was really just a result of employees asking for improved internal communications for a long time,” she said. “The existing communication structure was fragmented, relied on email and ill-equipped to support a remote workforce. It was really hodgepodge.”
Before implementing any changes, Oshiro needed to gather as much information as possible. After she could assess what was lacking, she could weigh the options for improvement to meet employee needs.
Here’s how she went about collecting data and conducting a successful audit.
Test the vibe
Coming from the Federal Reserve Bank of Philadelphia, Oshiro was used to operating with a whole suite of digital tools. So starting out at the NWF with “a blank slate was both a blessing and a challenge at the time,” she said.
Because of the nature of the organization, its employees aren’t always in front of a computer. They may be meeting with Congress, working from the outdoors or traveling.
Getting an assessment of your employees’ current landscape is pivotal in understanding the company’s pain points. Is email enough? Would an intranet provide more support for remote workers?
Oshiro sent out an employee survey to the NWF’s 450 employees to find out the answers to those questions, but “you can conduct a vibe check in any number of ways,” she said.
Companies can talk to trusted leaders to see what they’re hearing. They can speak directly with different departments. There’s not one right way to pressure test or find out what the current frustrations are, however, it’s an important step, she said. And the more data you can collect from a vibe check, the more concretely you can make your case for integrating better tools.
“I took annual survey (results) and used the data year over year to compare how we’re doing,” she said. This approach is crucial for establishing a baseline for employee engagement and productivity.
Use real-time feedback
To ensure both her team and employees were seeing immediate results from their input, Oshiro also opted for real-time data sharing methods as soon as results became available. It’s important to fill employees and leaders in because they want to know what’s working and what’s not working right away, she said. You don’t need an entire year’s data to be relevant. Sharing data early and often keeps employees in the loop.
“When I think of a communications audit, I think of keeping a pulse on how things are doing now and not waiting a year,” she said.
This step enabled Oshiro to adapt strategies for improvement more quickly, based on real-time feedback.
For example, during the NWF’s digital migration of its intranet, Oshiro included links in the company’s internal newsletter asking for preferences. What did they like about the intranet? Were they using it? What was lacking? She then shared the results with the company.
“This yielded 19 responses with an 80% open rate,” she said. These immediate data points show if adoption is working, if employee engagement is improving and give communicators an opportunity to make changes, she said.
Both providing data and asking for more feedback gives employees a chance to be a part of the conversation. Communicators can incorporate data into surveys, newsletters or share the results with employees over video calls and meetings.
This step justifies your “why” when integrating a new tool, she said.
Build trust and understanding
Building trust is essential for fostering open communication and ensuring that employees feel comfortable sharing their input, Oshiro said.
“Move at the speed of trust,” she said. “Just deeply listen and then ask questions that challenge the status quo.”
You don’t want to walk into the workplace and start making changes without understanding who your employees are on a human level. You have to build trust and let them know you want to make their workplace more enjoyable and efficient.
Don’t assume you know everything or have all the answers, she said. Build a rapport with your team and ask questions often. Show them that their input is crucial. Speak directly with employees. Get to know how the organization operates. Build relationships.
This approach helps communicators understand employee preference and create a culture of collaboration.
“I recognized that employees hold tightly to their established processes and traditions,” Oshiro said. “Gaining their trust is vital because no one will use your technology if they don’t trust you.”
Register here and join Oshiro and other industry experts for Ragan’s How-To Virtual Conference on September 18 from 11 a.m. to 3:30 p.m. ET.
Courtney Blackann is a communications reporter. Connect with her on LinkedIn or email her at courtneyb@ragan.com.
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