Day 1: Employee Information Needs and Internal Communication Role

Moments of Information Need

• Identify decisions/work stages needing clarity
• Separate work-critical information from general content
• Connect with employees’ ability to act
• Map information journey for one role

Multiple Internal Audiences

• Segment employees by role/location/need
• Recognize field/office access differences
• Identify language time and technology barriers
• Create internal audience profiles

Auditing Current Internal Communication

• Review channel volume frequency and duplication
• Identify information arriving too late
• Assess trust in communication sources
• Prioritize areas for redesign

Day 2: Channel Architecture and Internal Content

Purpose of Each Channel

• Define email/platform/meeting content boundaries
• Avoid publishing the same message everywhere
• Separate dialogue channels from reference channels
• Build a channel-use matrix

Internal Message Architecture

• Lead with what matters to employees
• Explain decision impact and expected action
• Provide reliable source for more detail
• Rewrite an overloaded administrative announcement

Managing Content Volume

• Set rules for priority and distribution
• Combine recurring low-value messages intelligently
• Protect urgent channels from routine noise
• Build an internal editorial calendar

Day 3: Managers as Communication Leaders

Equipping Practical Managers

• Define manager-first information needs
• Provide message lines, evidence, anticipated questions
• Clarify manager interpretation/referral boundaries
• Create a manager communication pack

Internal Team Conversations

• Open with meaning over reading script
• Invite questions and concerns
• Capture issues needing escalation
• Close with explicit next steps

Consistency Across Levels

• Detect message distortion across hierarchy
• Maintain facts that must remain unchanged
• Use local examples preserving core message
• Simulate message flow through three levels

Day 4: Employee Voice and Participation

Internal Listening Architecture

• Select channels appropriate to topic sensitivity
• Use surveys pulses and qualitative dialogue
• Protect confidentiality where necessary
• Clarify handling of employee input

Closing the Employee Feedback Loop

• Classify changeable, explainable, and referable issues
• Communicate decisions resulting from employee voice
• Explain unchanged elements and reasons
• Review trust after closing the loop

Designing Practical Participation

• Identify decisions employees can genuinely shape
• Use workshops and communities and surveys
• Give participants influence over internal choices
• Plan engagement for one initiative

Day 5: Internal Campaign and Operating Model Lab

Internal Campaign Design

• Define desired behavior or understanding
• Segment audiences and tailor messages
• Choose connected communication moments and channels
• Assign leadership and manager roles

Measurement and Learning

• Separate reach from understanding and action
• Choose measures matching the campaign purpose
• Gather qualitative evidence from employees
• Adjust the campaign based on results

Internal Communication Operating Model

• Define roles governance and planning calendar
• Manage business requests and publishing priorities
• Create monthly planning and measurement cycles
• Present model to a review panel

• Employee information-journey and channel maps built from varied workplace contexts
• Message and manager-pack labs using realistic internal communication situations
• Listening and participation exercises testing whether feedback loops genuinely close
• A campaign and operating-model project measured through understanding and participation indicators