home › Apartments for rent › Internal pr public relations. Building an effective internal PR system. What is internal PR? When and why is it needed

Internal pr public relations. Building an effective internal PR system. What is internal PR? When and why is it needed

The interest that various aspects of corporate culture and internal communications arouse is greater than ever, with the only difference being that internal communications, which have become common practice for Western companies, are at the beginning of their journey with us. The last decade has been marked by global processes that have stirred up hundreds of thousands of companies from within. Business consolidation, wave of mass mergers defined the portrait Western business, mass privatization and change of owners - domestic. When people talk about the state of our PR industry, they traditionally talk about lagging behind. Indeed, today you are unlikely to find a Western company that does not systematically information work with its staff and does not have a corresponding service. We have a completely opposite situation: such companies are still rare. Nevertheless, with all the traditionality and "knurled" Western practice of internal communications, executives and PR managers are forced to admit that dialogue with employees of their own companies is a little more troublesome than with external audiences.

World Study consulting group AT Kearney, who analyzed 115 mergers between 1998 and 1999, illustrates that one of the most important factors in successful mergers is internal communication.

What is a merger in terms of PR? This is the ability of each of the companies to convince their own staff that this merger is necessary, to remove fears and negative expectations; it is the ability to recognize the cultural differences between the two teams and not allow intercultural conflicts to take over, drag out or even break up the alliance; is to stimulate the formation a single team working towards a single result.

The conclusions of AT Kearney are striking: in two cases out of three, such traces did not meet the expectations of their creators and did not bring the planned economic effect. Insufficient attention to the fears and resistance of the staff - inevitable in the event of major structural changes - and neglect of differences in corporate cultures is not the last place here. The Daimler Chrysler alliance, announced in May 1998, is called a textbook example of "how not to do it" by experts and Western media. They note that the pedantic Germans, who respect hierarchy and diligence, and the Americans, who rely on the private initiative of workers, did not achieve the desired synergy as a result of combining their teams - the difference in business cultures turned out to be too significant. At the end of 2000, Daimler Chrysler was worth about $370 billion on the New York Stock Exchange, less than Daimler-Benz alone before the merger.

In 2000, the PROPAGANDA Center conducted a study in a number of cities in Western Siberia with a single-industry economy (enterprises are included in a number of large companies). In each of these cities, despite the fact that three to five years have passed since their privatization, between 15 and 25% of the population still shares anti-corporate sentiments. And, although the intensity of passions has significantly diminished, the picture is as follows. The beginning of a joint history with the parent company is perceived as a "capture", "loss of face" ( “before them, we did the same thing ourselves”, “we are not considered”- based on group interviews); clear "we - they" ( “We are employees of an enterprise, not a company”), respectively, the characteristic mechanisms of perception of "strangers" are triggered; the “local” managerial link reconciled, but did not accept new owners - there is a hidden conflict between “white-collar workers” and local managers, etc. It is obvious that the sphere of relations with personnel and internal PR is an important point of strategic interest. Russian corporations for the coming years.

Internal PR is often compared to the heart, which keeps the entire system alive. Indeed, behind it is a personnel policy, and staff motivation, and the foundation for a stable reputation. However, the difficulty lies precisely in the fact that internal PR is effective only when it is supported by real management decisions, and vice versa.

Like the implementation of any management decision, effective internal communication is built “top down”: from the first person down the vertical. The leader formulates new approaches, “infects” with them, first of all, his environment. Tweaking internal PR is like spreading a virus.

The proposed sequence of actions ensures that the company's words about readiness for dialogue and the behavior of its managers will not contradict each other.

firstly, employees look at the company from the inside, their needs for information are an order of magnitude higher than those of any interested external observer. Secondly, they are always more emotional about the actions of the company, because it affects them directly. And, finally, news in the company, especially bad news, spreads at lightning speed and is completely uncontrollable. If an attempt to embellish something, hush up something or get around something can pass with external groups, then it can’t work with company employees. And, of course, it is necessary to speak with employees in a language they understand and in accessible models of understanding. In order to put on the market new brand, you need spectacular ideas, a competitive budget and a year of life. In order to put in order the internal image, it is necessary to have a vision of the future and purposefulness, patience and not a year, and maybe even not two. Internal PR is the way to sustainable reputations.

Internal PR- this is a set of measures aimed at forming such an image of the company, through which the company wants to appear in the eyes of its employees in a positive and favorable light.

If communications within the company are not built, not only the efficiency of employees' work suffers, but also the image of the company.

Through research in several large organizations, American consultant David Kirk came to the conclusion that 91% of the factors that form the loyalty of employees and 99.5% of the factors that affect their job satisfaction are directly related to effective communication.

Internal PR events

All technologies work and all classical means are suitable, which increase the speed of information flows, as well as improve the quality of transmitted information. These are printed publications (brochures, booklets, newspapers), the Internet and the Internet (website, corporate mail, video conferences), public events (meetings, meetings, holidays), TV shows.

Typically, internal Pr is carried out:

- PR department
- marketing department (event manager)
- Recruitment and staff development department.
- Secretary, CEO
- Employees - enthusiasts

In small Russian companies there are always enthusiasts who keep internal PR events. This can be any employee from the secretary to the director, acting on a voluntary basis. Also often, if a HR manager appears in a company, the responsibilities for conducting any internal PR campaigns gradually become his prerogative.

As for large companies, everything is not always so clear and structured here. For example, in the large audit company PricewaterhouseCoopers, which is one of the Big Four, the event-manager (an employee of Marketing and Corporate Communications), the personnel development department (HR) is responsible for internal PR (they only supply the event-manager with data on changes in the composition of employees) as well as the administration department. At the same time, internal PR is not the main task of the event manager, he spends most of his time organizing conferences for partners and other events. And the administrative department has a “kitchen” responsible for holding events with meals, as well as a manager organizing mass corporate trips. At the same time, when it was announced that each department should hold a staff-building event (team-building), the organization was handled by department managers.

The main responsibilities of a PR manager in the field of internal PR include:

· Creating the desired atmosphere in the team, strengthening teamwork (Work to maintain public relations should be based on the national mentality, social research, the ideological scheme of influencing the mass consciousness. It is different from advertising in the direct sense of this term and cannot be evaluated by specific commercial results);
Tracking and preparation of bulletin board materials (if funds allow, you can create a bulletin board on the Internet where employees can exchange opinions, ask each other questions (For example: “Who has a charger for mobile phone?”, “Can you tell me the phone number of the nearest ATM?”). This will unite the staff and motivate;
organization of a stand with major events (birthdays, promotions, awards, holiday photos, Greeting Cards, open vacancies). In large companies, it is necessary to duplicate stands, create them on several floors;
organization of all corporate events;
· together with CEO booklets are being developed for internal use, which spell out the main policy of the company, its activities, philosophy, missions, goals, brand and history. Firstly, they facilitate the process of entering the position and adaptation of new employees, and secondly, this is already an element of external PR (as well as corporate newspapers). It is well known that such "information carriers" often leave the territory of the enterprise.
· Issuing a quarterly report on the activities of the company, explaining the current tasks of other employees, welcoming new employees and explaining their job responsibilities.
· Dealing with rumours. Rumors are born in any company from time to time - some spontaneous information that can be both true and false, both negative and positive. The task of a person who is engaged in internal PR is to find out the sources of the origin of the rumor and debunk the negative rumor. For example, take an interview with a new head of a department and post it on the pages of a corporate publication or on a website. The PR department should be aware of informal leaders, unwritten rules and even bikes that walk along the corridors of the organization. It may also be the responsibility of PR specialists to determine the "critical mass" of people on whom the achievement of results depends;
resolution of organizational conflicts;
Staff development and various incentives. For example, articles by employees in various specialized publications. Moreover, it can be not only business articles, but simply telling about the hobbies of employees. Each employee is a reason for publication. The fact is that for many media the human factor is important. We must not forget that when this work, we indirectly create the image of a company where interesting, diversified people work, this will form and maintain the style of a developing and stable company. You can deal with it, and, in the end, it is prestigious to work there;
· The holding of trainings, business games. You can also come up with a non-standard event that helps unite the team into a team and develop certain skills.

For example, the management of a St. Petersburg company, under the influence of HR and PR managers, decided to combine traditional organizational training seminars with popular paintball. The fact is that competent experts can, based on the results of such a test, say exactly what role should be assigned to one or another member of the team, where he will perform his task with maximum efficiency: breaking forward or covering the rear. The innovation was not accepted by all at first adequately. It's one thing to shoot paintballs, run around, and then celebrate the victory. However, the leaders soon realized that they had a good tool for testing the team, rallying it and identifying weaknesses. In addition, as a result, three publications on non-standard personnel training appeared in city publications and numerous variations on this topic on the Internet.

A competent PR campaign will increase the value of the company in the eyes of each employee, which, of course, contributes to loyalty.

Having defined the role of PR as a management technology and having found out its managerial potential in establishing interactions in the internal and external environment organization, let us dwell in more detail on the first aspect related to internal PR.

Internal PR is also called intracorporate. Internal PR is work with the team aimed at increasing cohesion, which in turn directly affects the achievement of tactical and strategic goals by the organization. Thus, one of the main conditions for the functioning of the team as a whole is communication connectivity, which should be provided by PR specialists.

Today, real internal PR is a complex activity aimed at establishing communication links between employees and groups of company employees, in which a variety of tools can be used. The main thing is to ensure alignment with the goals that the company seeks to achieve by building a system of relationships with its internal audience.

Internal PR is designed to increase the level of loyalty and motivation of the staff, and hence the effectiveness of its activities. In addition, the creation of a positive image of the company in the eyes of employees affects the image of the company in the external environment, since the staff is one of the channels for transmitting information to the outside.

So, as we found out, internal PR technologies are aimed at maintaining friendly intra-corporate relations, familiarizing employees with corporate values. To achieve these goals, public relations specialists working with the intraorganizational sphere of its life activity turn their attention to working with the organization's personnel and with its management.

The subject of attention of "internal" PR-specialists are: establishing internal corporate relations, the formation of uniform standards of behavior, building a system of informing employees, the formation positive image of the managing company, which generally affect the increase in the loyalty and efficiency of each employee (see Fig. 1).

Rice. one. Volodina N. How to build an effective internal PR system [ Electronic resource] - Electron. magazine Personnel business - Access mode: http://www.hr-land.com/pages/kak_postroit__effektivnuyu_sistemu_vnutrennego_pr.html

Ample opportunities are opening up for the public relations service within the company itself. This activity should be aimed at harmonizing intra-company relations, which, in turn, implies:

Interaction with company leaders;

Working with employees of the company;

Facilitate communication between management and employees.

To organize this work, the personnel is subjected to segmentation for any reason, depending on the goal. The success of the activities of public relations specialists depends on how deeply they segmented target audience, subdividing all employees according to their needs, interests, preferences, and also taking into account their real official position.

At the same time, the following subgroups are distinguished on socio-psychological grounds: Sharkov F.I. Public Relations: 3rd edition. - M .: Publishing and Trade Corporation "Dashkov and Co", 2009. P. 167-169.

Managers of all levels (they tend to value quality information);

Experienced employees without special education, who thoroughly know the business (they are interested in worldly and unofficial news);

Beginners who are just getting started (it is important for them to please everyone at once);

Young employees who accidentally find themselves in a team (do not like their work, are almost indifferent to management information).

The functional roles of employees can also be taken as the basis for segmentation. On this basis, we can distinguish such small groups as:

senior managers;

Specialists (experts, scientists, laboratory staff, engineers, etc.) - they are completely absorbed in monitoring the flow scientific and technical information and they do not have time for management information;

Managers, as well as heads of temporary creative teams, working groups, technical projects(all their time is given to control and administrative functions, a minimum of time is allotted for reading the orders of leaders);

Service personnel - qualified and unskilled (constantly busy looking for another, more suitable job both outside and inside the team).

In the process of interaction with the management of the company, the following main tasks are implemented: Sharkov F.I. Public Relations: 3rd edition. - M.: Publishing and Trade Corporation "Dashkov and Co", 2009. P. 172-173.

1. The company's mission and its social orientation are determined and further specified.

2. A concept for the formation of mutually agreed images of the management team, the organization as a whole, its products and services is being developed and implemented.

3. Preparation of speeches of the leaders of the organization at negotiations, in the media, presentations, meetings, exhibitions, seminars are carried out.

4. Anti-crisis measures are being developed and control is exercised over their implementation.

5. Are being developed trademarks, corporate identity, a set of measures for the formation and maintenance of the company's image.

A special area of activity for a PR specialist is working with employees of the company, which consists of the following: Gundarin M.V. PR manager's book: practical advice. 2nd edition, enlarged. - St. Petersburg: Peter, 2009. S. 149-150.

1. Participation in the selection of personnel, especially those directly working with clients.

2. Maintaining mutual understanding between team members, a good microclimate.

3. Education of personnel in the spirit of loyalty to the company.

4. Staff training to improve the skills of communicative interaction with customers and partners.

5. Exclusion of unprepared communication of employees with the press on the activities of the company.

7. Preparation public opinion to change the internal regulations and working conditions and wages, equipment modernization, transition to the production of new products.

8. Collection and storage of material on the history of the company.

9. Prevention of appearance and prevention of rumors.

10. Work with documentation focused on the client or partner.

Summing up the above, we summarize the main goals of internal PR, which are as follows:

Building corporate communications;

Formation and strengthening of corporate culture;

Strengthening staff loyalty.

The main objectives of this technology are:

Formation of a single information space;

Overcoming communication gaps and achieving mutual understanding;

Getting feedback from the company's staff;

Demonstration of the "openness" of the leadership;

Explanation of corporate policy in the field of personnel training and development;

Formation of uniform standards of behavior in accordance with corporate code and company ethics.

Having specified the features of internal PR, we will specify its main tools. Note that they practically do not differ from those traditionally used in the field of public relations. The difference lies only in their specifics, dictated by the audience.

In the very general view internal PR tools can be divided into four groups: Shirokova I. Intracorporate PR tools [Electronic resource] - Electron. magazine Remedium - Access mode: http://www.hrculture.ru/node/8175

1) information (media, website, stands, leaflets, messages);

2) analytical (mailboxes, questioning, focus groups, personnel monitoring);

3) communicative ( corporate holidays, corporate training, adaptation trainings, professional competitions, etc.);

4) organizational (meetings, meetings, presentations by management, development and implementation of corporate standards, etc.).

Here are some examples of the use of individual tools in the organization. Thus, the internal media is one of the most common tools of internal PR. The volume, variety, frequency and circulation of the media is determined by the size and needs of the audience, as well as the technical capabilities of the company. So, let's say, on a large industrial enterprise(more than 1000 people) it becomes reasonable to create an internal radio station, and in an office with no more than 100 people a weekly information leaflet or monthly magazine. We should not forget about the informatization of social space in the 21st century, which makes it necessary and promising to use electronic media. It makes sense to assess the possibilities for staff to use the Internet and create electronic internal media.

An important tool for establishing corporate culture by means of PR is the preparation of a specialized document - a guide to corporate culture. This guide should address aspects of behavior both within the company and outside it. The manual should be available to employees of all grades. Obviously, when writing a "corporate bible" it is better to avoid dogmas and be creative in this process. Do not be afraid to use non-traditional genres, because most employees will not read a boring textbook on business etiquette, but prefer an ironic detective story with neatly inscribed norms of behavior.

An effective tool of visual communication is corporate identity. A major achievement of internal PR can be the sense of pride that employees feel when using products with the logo of the organization, as well as their ability to distinguish a fake from the original. Knowledge by the staff of the main differences (color, logo, office design, signs, etc.) contributes to unification on the basis of belonging to a particular organization, belonging to a special circle of people - employees of this company. It should be noted that the creation of symbols is one of the oldest ways of uniting the masses.

Mass events (sports, tourism, etc.) are another tool for internal PR. It all depends on the imagination of the leader. However, it is recommended to choose activities that can involve as many people as possible. It can be, for example, a volleyball championship between divisions of the company.

Another tool is rumors. It should be emphasized that they are much easier to use in internal PR than in traditional ones. First, the company can chart the channels and directions for spreading rumors, achieve 100% employee awareness, and facilitate conversations on the right topic. Secondly, you can immediately get feedback and manage the process of functioning of rumors from start to finish. It's a little harder to deal with unwanted rumors. Here you can use the same technique, i.e. refuting rumors or internal official sources of information through statements of authoritative persons on a topic of interest to staff.

Bulletin board as an internal PR tool -- open source information that encourages discussion, and, consequently, promotes communication between people in a team. Even if there is an electronic bulletin board, it is advisable to leave the traditional board and place it in a place where a large number of employees pass by (canteen, smoking room, entrance).

Hall of Fame in modern organization is not a "relic of the past". A company that is proud of its employees deserves to be proud of its employees. For many, especially older teams, honor boards are still very strong motivators.

As a tool for internal PR trainings interpersonal communication, work in groups, work in the conditions of company restructuring, etc. help to maintain a favorable climate in the team in a difficult situation. Trainings are best carried out with the involvement of an external specialist. Specialists should organize and conduct trainings, and the working group should determine their feasibility and role in the overall internal PR strategy.

Meetings in internal PR are implemented taking into account the specifics of the teams. These can be quarterly meetings in the assembly halls with reports on the work done or weekly five-minute meetings in departments where the manager sets the task, distributes the work and sums up the results of the previous week. Gundarin M.V. The book of the head of the PR department: practical recommendations. 2nd edition, enlarged. - St. Petersburg: Peter, 2009. P.164.

Only classic PR tools have been listed here, but creative thought can change them beyond recognition. When forming your own internal PR strategy, you must use only tools that are acceptable to a given organization. The better they are adapted to solve the tasks, the faster it will be possible to feel the result from work in the field of internal PR.

The purpose of PR is to organize two-way communication, in the process of which common ideas or common interests are determined and mutual understanding is found, which is based on truth, knowledge and full awareness. The size of such interaction, focused on the development of stable public relations, can be very different, it depends both on the size and on the nature of the parties.

PR specialists use modern methods of communication and persuasion to establish contacts and find mutual understanding. Understanding is facilitated by reputation, existing experience and cultural factors!. Do not forget that the important components of the a large number PR programs to gain a reliable reputation are to create an atmosphere of trust and implement a unified strategy.

For effective PR activities, it is extremely important to identify key audiences, as well as target audiences, which, in turn, are divided into internal and external. When working with external and internal audiences, ϲᴏᴏᴛʙᴇᴛϲᴛʙ communication (internal and external) and certain tools for influencing a certain type of audience can be used.

When preparing PR campaigns, an important stage will be a complete study of the audience (target groups). Moreover, it is extremely important to decide who belongs to the external target audience, and who belongs to the internal one.

The internal target audience includes all employees of the organization, as well as pensioners and relatives of the company's employees, i.e. that part of society that is directly related to the organization and will be the bearer of the corporate image.

The external target audience refers to that part of society, to which the activities of the organization apply.

Once the target audiences have been identified, it is necessary to identify those expectations that are necessary to perform actions when working with these target audiences.

When working with target audiences, PR specialists strive to solve a number of tasks, such as:

studying the expectations of target audiences;
informing target audiences;
establishing and maintaining contacts;
conflict prevention;
formation of a strategy for activities in the domestic and foreign markets.

Specialized events are developed for the external target audience, which include press releases, press conferences, press events, press tours, press lunches, briefings, conferences, customer surveys, direct mail, etc.

For the internal target audience, specialized events are also held: a competition for the best specialist, corporate events, demonstration of the achievements of the internal target audience. Internal corporate events contribute to the formation of a positive corporate image.

A favorable image of the company begins with the opinion of its own employees about it. Many companies have learned from their sad experience that if you do not build relationships with your team consciously and based on the strategic objectives of the company, then they will still line up, but chaotically and with significant distortions.

Various employees of the company, starting with the HR director, social psychologist and ending with the head of the department, are working to clarify the orders of the head, his ideas for the development of the organization, congratulate employees on their birthdays, make gifts, provide prompt information, work with complaints and suggestions, organize parties and field trips, gather a sports team and PR. But this work is mostly fragmented and uncoordinated. The disadvantage of such work is the following: in the process of interpreting corporate information the rule of a broken phone is activated, when the reliability of the message drops, and the number of rumors increases. Distracting employees from their main work does not increase the productivity of the firm. Officially announced but fragmentary information will not bring the same result as constant meetings of managers with their subordinates. In addition, it is impossible to implement corporate values in the absence of a communication policy.

In this paper, we will focus on internal PR`e, on the planned work to establish relations between management and employees in the company.

This work consists of an introduction, two chapters and a conclusion.

In the first chapter, which is called "Goals of the internal PR`a firm" discusses the role and importance of internal PR`a and its tools.

The second chapter describes the methods of internal PR, such as: the dissemination of information within the company, the influence of distribution channels of this information on the effectiveness of internal PR`a methods, as well as the need career development for company employees.

In conclusion, conclusions are drawn based on the results of the work.

Chapter 1 1.1 Interior PR firm

Internal PR is a managed activity for the development of a corporate culture, which is based on those ideas, views, fundamental values that are shared by team members. Tasks to be solved: setting up operational information about moods, needs, trends in the campaign and organizing targeted information impact on the internal environment of the company.

The success of any business depends on the opinions and attitudes of its employees, and labor Relations, of course, can be attributed to mutually beneficial (otherwise, why are they needed?). Thus, several conclusions can be drawn from the above definition:

1. Internal PR is an integral function of top management.

2. Internal PR in its goals and objectives is completely identified with PR in general, only the target audience differs.

3. Establishing long-term relationships with the audience, including internal ones, is a manageable function.

4. Employees are internal customers who choose an employer company in exchange for their time, qualifications and labor activity.

5. Since we are talking about an internal audience, such activity is closely intertwined with personnel policy and activities of the HR department.

The purpose of PR activities is the formation of a managed image (image, reputation, corporate identity) of the company itself, its products / services in the eyes of employees, customers, partners, authorities.

One of the main elements of PR is communication, an act of communication, a connection between two or more individuals, through which information is exchanged between employees and management.

"Internal" public is labor collectives, employees of firms, companies, institutions, government apparatuses, united by official and professional relations. The task of PR services is to control the "internal" public, to promote the most good governance the human factor, the meaning of which is that modern super-complex equipment and technologies are dead without knowledge, professionalism, and human responsibility. The effectiveness of the activities of PR services depends on the depth of understanding of the socio-psychological characteristics of the personnel, which is considered not only as a set of individuals. Therefore, the concepts of "collectivism" and "individualism" have the same weight in this case.

Today's worker is not a "hired force". Operational efficiency modern company depends on the cohesion of the staff, on trusting, interested relationships between management and employees, on the reliability of vertical and horizontal ties. A modern worker should be interested in the success of the company, in the results of his work. What is this interest?

There are the following motives: conformity of the nature of the work with the nature of the employee; salary, which performs the function of feedback and adds up on the basis of personal contribution, participation in the work of the team and participation in profits; comfort in the workplace, the lack of which should be compensated by a cash bonus; the feeling of the owner experienced in any workplace; self-management the employee's confidence that his expressed opinion, combined with the opinions of others, can influence production technology, management organization, selection and placement of personnel.

The core of internal company policy in Japanese companies is the reliance on collective responsibility and collective decisions. This corresponds to the national character, in which the leading feature is collectivism. As Japanese researchers write, “companies are more like communes than corporations. People have a common life, common hardships and a common hard labour". In a Japanese company, the public relations service explains to the employee that his well-being depends on the well-being of the company, on the harmony of labor and capital. Of course, the leading feature of the Russian national character is also collectivism. And this must be borne in mind when determining the internal politicians.

Effective communication with employees leads to higher productivity and job satisfaction, better achievement of the organization's goals, better relations with consumers, investors, etc. In turn, the effectiveness of communication is determined by a good organizational climate. The task of PR specialists is to better inform employees about the affairs of their organization and help them communicate their opinions to management.

Work with employees should be built on the basis of two-way partnership communication. Employees should be well informed and able to express their views on organizational matters. Bottleneck corporate communication is the middle of the hierarchical ladder. Middle and lower level managers sometimes do not have clear criteria for communication policy. The organization must have a communication policy similar to financial, personnel, market, etc. If it is not there, then rumors and misinformation will spread in the organization.

The communication policy should have a target orientation. Its success is determined by the leadership's commitment to:

Familiarize employees with the goals, objectives and plans of the organization;

Communicating about problems, actions and results;

Consulting with employees about negative, sensitive or controversial issues;

Encouraging continuous, honest, solution-oriented labor problems two-way communication between a manager and subordinates;

Operative fast informing about the most important cases and decisions;

Establishing a spirit of creativity and innovation.

Based on a study of the assessment of the image of the company by employees, the goal of the PR project was formulated as follows:

Attract the attention of employees and interest them in the activities of the corporation through informing about the problems, actions of the management and their results; prompt informing about the most important cases and decisions.

1.2 Goals and Objectives of PR

The goals of a PR program have at least four components:

Informing the staff about the activities of the management;

Guaranteeing the active participation of employees in management programs, as well as consent to the adoption of regulatory standards;

Ensuring public support for the chosen strategies and adopted programs;

Formation of an effective management team.

The tasks of internal PR are:

Ensuring the implementation of a certain systematic and consistent PR program as part of the management of the organization, aimed at creating a positive image of the company among the internal public in order to strengthen the motivation of organizational behavior;

Harmonization of the relationship between the organization and its internal public, based on the separability of the basic principles organizational culture;

Control and correction of the state of the internal organizational environment - psychological climate, awareness, opinions, moods and behavior of members of the organization;

Analysis of the impact of organizational culture, policies, procedures and actions on the internal public;

Correction of such policies, procedures and actions that conflict with the public interest of the staff and embody a threat to the viability of the organization;

Advising management on the choice of a new policy, procedure for actions that are mutually beneficial for both the organization and its public;

Making certain adjustments to the organizational culture, acting as an agent of change;

Establishing and maintaining two-way communication between the organization and its internal public, formal and informal organizational structures, official and subcultural groups, etc., solving problems of internal integration;

Organization of the transmission from generation to generation of cultural values through the socialization of new members of the organization, the maintenance of desirable and the creation of conditions for the elimination of undesirable patterns of behavior.

To perform these tasks, four functions are implemented, and in different firms, depending on the goals, personnel and financial strategies, the state of external and internal environment, and most importantly - from the type of organizational culture, certain functions will come to the fore:

Analytical and prognostic (analysis of trend forecasting, research);

Organizational and managerial (ensuring the goals of the organization, developing response measures);

Communication and information (achieving awareness and mutual understanding);

Advisory and methodological (activity as an adviser to the management).

So, intra-company PR facilitates the processes of self-regulation in social systems(organizations), ensuring the satisfaction of the physical and social needs of the internal public and the efficiency of the enterprise as a whole.

We can only talk about effective PR support for a company when a specific strategy has been developed for each target group, taking into account the nature of the goal, the psychological and socio-psychological characteristics of the contact audience, including the specifics of the organizational culture, the stage of development of the organization, audience attitudes, type of motivation, etc. d.

1.3 The role and importance of internal PR

Some sources claim that large multinational corporations allocate, if not equal, then comparable budgets for external and internal PR. The question arises: for what? What is the relevance of systematic intra-corporate PR-activity?

Firstly, in labor markets. It is known that now we are faced with the so-called poor labor market. That is, due to demographic "failures", population aging and low birth rates, "brain drain" and other negative processes, the labor market is significantly lacking offers from the most productive specialists: middle-aged (25-35 years old) with a good education and work experience 3-10 years. Competition for qualified personnel forces companies, in addition to the use of direct material incentives, to consciously build their image and relationships with real and potential employees. Thus, the image of the company is unique product in the labor market, that is, this company can convince a job seeker to “vote” for her.

Secondly, in the relentless struggle of enterprises for efficiency. A competent intra-corporate PR campaign increases work efficiency, motivation and loyalty. This is due to the effect of corporate identity that occurs in people as a reaction to the positive message and respect inherent in internal PR by definition. For the most advanced companies, the internal corporate slogan sounds like:

"Intel believes employees are the most important investment for success..." - Intel believes that its employees are the most important key to success. Intel

"Best results through unlocking the potential of the organization and its employees" - Telecominvest Group of Operators

“Right now, we’re looking for people who think big and dream big - people a lot like you” - Right now we are looking for people who think and dream big - like you - Microsoft

According to the slogan posted on open resources, one can judge the personnel policy. As a rule, although it has a certain propaganda flair, it still shows how far the company's management has advanced in understanding the relationship between the "Company" and "Employees".

The presence of a competent internal PR concept and a beautiful PR slogan does not guarantee and does not replace a developed and socially responsible personnel policy. But its absence most likely means that company executives consider it an optional “dessert” and they have yet to think about it.

Thirdly, the relevance of spending on internal PR is due to the development of markets, global integration and cooperation. This is inevitably connected with the arrival in Russia of new strong market players, global corporations, bringing with them not only investments and technologies, but also a culture of relations with their employees. Here, as they say, he called himself a load - climb into the body, or if you want to be on the level - reach out.

Fourth reason- business and property development in Russia. If an enterprise issues its shares (as an OJSC), attracts foreign capital (as a joint venture), or is an affiliate of a person or group of persons, then relations with the owners determine many business processes. Agree, this imposes its own characteristics on financial statements, and on information transparency, and on the formulation and awareness of personnel and marketing policy. According to the author, we are about to go through and survive the period of mass "retreat of the owner from business." The entrepreneur who created and raised the business will cease to be his full-time employee and will be engaged in other life or business projects. That is, the owner of not only large, but also medium and even small enterprises will become an external figure in relation to the business, or even transfer the business to the heirs. While he/she was working as an insider, everything was clear to him/her by default as a subject of an internal corporate situation. After the “exit”, it will also be necessary to formulate values and maintain a favorable image of the company for him. Thus, intra-corporate PR has one more, rather specific target audience, something in between internal and external - a retired owner and / or his heirs.

1.4 Internal PR tools

The formulated values and goals in relation to their internal target audience are strategic level internal PR. At the operational level, this should be translated into practical actions and activities that achieve the goals set. This activity can develop in the following areas:

Meetings of the whole team with the management companies form a sense of community, serve as a good opportunity to communicate, ask questions, talk about achievements and problems .

News and communications, including news feed, corporate paper or electronic media; specific channels and forms of communication , specific to this group.

sports and health e.g. renting a health center, compensation for sports, health promotion, invitation at the expense of the company of a trainer or instructor.

"We are one team." Any teams, associations that bring a spirit of unity and healthy competition will do.

Children and Families Policy employees, for example, benefits from the company to mothers-employees, material assistance at the birth of a child, congratulations from the company on "children's" holidays - September 1, New Year, inviting family members to events.

Major corporate events also a good occasion to chat, but an informal moment is important here.

Professional excellence, honorary titles. Try to assign a prize for the title " Best Manager sales”, say, a car, and you will be surprised at the volume of sales. The car will most likely pay off.

Birthdays and personal dates, marked by the company, leave an invariably pleasant impression and gratitude in the soul of the “toasted”.

Encouragement of valuable behavior for the Company, for example, bonuses for quitting smoking, for knowing a second foreign language or mastering a related profession, for not having sick leave or marriage at work.

Social responsibility of personnel policy not only gives employees a sense of security and "rear", but also works according to the principle "The company respects and cares about me - I respect the campaign."

Creation of a quality education system, training, objective certification, advanced training and career growth;

Creation organizational basis corporate policy– local normative document(Charter, Code, etc.) publicly discussed upon adoption;

Formation collective public bodies composed of elected leaders or experts. For example, "Arbitration Court", "Conflict Commission", "Commission for Quality".

Charity and participation in sponsorship programs, positively lit within the team.

Thus, internal PR is part of both marketing and personnel policies. Modern business dictates to managers such requirements, which, apparently, will force some managers to develop their intracorporate PR menus, and the rest to take up their formation. If you want to have a serious lunch, you won't be full of dessert. And to eat - it is quite possible.

1.5 Mission, corporate values

Employees need to know the real mission of their organization. This will help them develop an understanding of their contribution to the organization's mission. In some organizations, employees participate in goal setting and thus take responsibility for achieving them. In others, employees take part only in the choice of methods and means to achieve goals, and thirdly, there may be neither one nor the other, or both.

1. The level of organizational culture of the company: the level of labor organization, efficiency, order, original methods of work; high level and culture of customer service.

2. Implementation of the concept of social and ethical marketing.

3. Organization of internal events.

4. Corporate prestige. The psychological climate in the company.

5. Staff turnover rate.

6. Personality of the leader, his image.

8. Work efficiency; quality of products or services; growth and development trends; stable income.

9. High level of quality of management (management) and technologies.

10. Professionalism of employees.

11. Availability of an internal information center

12. Presence of traditions and spirit of competition.

13. Respect for legal norms, legitimacy of transactions.

14. The level of wages and social benefits.

15. Company name.

16. Corporate style.

17. Office: location, interior design.

The combination of these and other factors determines the image of the company.

2.2 Communication channels within the firm

Now let's move on to the channels for disseminating information in the company - meetings and meetings, letters and articles in newspapers, bulletins, exhibitions, annual reports, advertising, books, films, polls, internal television, etc.

Let's take a closer look at internal newspapers and bulletin boards, personal meetings between the head of the firm and employees, meetings, thank-you notes, and annual reports.

A) Internal newspapers

One of the most common means of communication with the general public are internal newspapers. Sam Black points out that it is preferable to use this term rather than the previously accepted "internal journal", given the fact that they are published with the periodicity of journals. “The importance of the internal newspaper in establishing good relations with the general public both inside and outside the company is evidenced by the constantly and rapidly growing circulation. Over 1800 internal newspapers are published in the UK with a total circulation of more than 23 million copies and a total value of about 15 million pounds. In the United States, there are believed to be ten thousand domestic newspapers with a circulation of 300 million copies, in Japan 3,000 such newspapers, in France 700.

Typically, an internal newspaper is defined as a non-commercial publication published by an organization to maintain contact with employees and the general public outside the organization. Multi-circulation newspapers vary so much in size, style, fonts that it is easier to classify them according to the composition of readers. They are published for internal use, for distribution outside the organization, or for these two groups of readers at the same time. " Therefore, in our case, it was decided to publish two editions: for employees and the external public.

"The main task of a large-circulation newspaper for internal use is to create a feeling of a single family in the team, to strengthen confidence in the leadership, to explain the organization's policy, to attract employees to cooperate with the administration, to awaken their interest in the affairs of the organization. But if the newspaper deals only with this, it will be boring no matter how original the materials are presented.Therefore, the newspaper should have articles on more common topics, it should more fully cover the activities of employees".

Let's move on to the description of topics covered in intra-corporate newspapers. There is the following ranking of topics:

1. Goals, objectives and principles of the corporation. Commands and directives. Information and rumors about senior management.

2. Structural adjustments (reorganization) of the administrative apparatus

3. Equipment upgrade

4. Transition to the release of new products

5. Financial success (profit, loss)

6. Vacancies, layoffs, appointments

7. Salary growth

8. Changing the internal routine. Working conditions.

9. Downsizing

10. Retraining of personnel

11. Employee Benefits

12. Bonuses, additional payments

13. Participation in professional competitions; awards for this

14. Leisure conditions, sports team

15. External conditions affecting the results of corporate activities (new legislative acts, pre-crisis environment, market conditions, etc.)

16. Successes and failures of a competitor

17. Charitable activities

19. The prestige of a corporation in the mirror of public opinion

20. Looking for a new job

21. Corporation History

22. PR program for optimizing corporate relations

23. Editorials (Current Corporate Policy Issues)

24. Interviews with executives

25. Applications for print manual

26. Reports from press conferences

27. Photo essays (creating the image of the leader)

28. "We asked, we answer"

30. Column browser.

B) Bulletin Board

Gives orders, directives and other types of management documentation a touch of informal appeal: in any case, the level of official "instruction from above" is reduced by the very fact that on the same board, next to the last order, an advertisement of an interest club may well be placed. The bulletin board accurately models the specifics of corporate communication of this team: the set of announcements themselves, their subject matter, frequency, and design clearly define the range of issues that management raises for hasty information. On the other hand, responsible ads show how effective Feedback interactions between managers and managed. The advantage of the bulletin board is the efficiency of influencing the opinion and behavior of small groups, a high degree of personalization of the message. The spirit of corporate unity is especially supported and (created!) by congratulations on behalf of the management, condolences, announcements of charitable events (collecting donations, establishing scholarships and funds for a firm or company and PR.)

C) Personal meetings of the head of the company with employees

They are highly valued by employees among all sources of management information. A high position, the interlocutor's belonging to the "arbiters of fate" add authority to their judgments. The employee feels his involvement in the development of corporate policy, important management decisions.

In addition, Barbara Gee notes the importance of the emotional connection of such meetings, which helps the manager win over the employee, which means that in the future, unpopular measures are not so sharply taken:

"Many executives dismiss the very idea that emotions are an integral part of business life. "Bobby, don't tell me all that bullshit about feelings," a manager once told me, when I make decisions, I rely only on my reason and ability to think logically, and not on emotions." Recent studies by medical scientists in San Francisco have provided us with striking new evidence that our mind, especially our ability to make decisions, is driven by emotion rather than logic. Dr. David Sobel and Robert Ornstein, professors of neuroscience at University of California medical center, established the existence of a "command center" on which brain function, decision-making and human abilities depend. What is his work based on logic or emotions? Sobel and Ornstein answer this question this way: “Of course, we can think that our abilities and talents are controlled by the rational component of the brain. However, we have to upset the apologists of logic. Fortunately for man, the control system for mental operations is more connected with emotions and system of automatic self-defense of the body than with the conscious process of thinking ... We are controlled by emotions rather than reason.

D) Gratitude notes

As an example of the use of such notes, let us quote another passage from B. Gee's book "The Image of the Firm":

“When my friend Julia started working at a new job, I suggested that she try to exchange notes with her employees. She was hired with a yearly salary of 25 thousand dollars, but she wanted to achieve more. And Julia followed my advice, reinforcing her epistolary activities enthusiasm for the work and impeccable appearance. Soon the morale of her subordinates was noticeably strengthened, and Julia's positive contribution to the creation of a team spirit did not go unnoticed by the company's management. A year and a half after Julia joined the company, she was offered a position with an annual salary of 50 thousand dollars, although she did not graduate from universities, and she had little work experience. But Julia managed to use the amazing power of complimentary notes, which she spent only a few minutes a day on.

E) Meetings and briefings may be held on different occasions and with different regularity. They must be clearly planned and organized. The task of the public relations department is to create opportunities for direct communication between the manager and other employees of the firm. The main significance of such a reception is in the informal communication of those present, which allows dozens of those present to get to know each other and exchange information.

At the annual meetings, the heads of firms thank their employees, emphasizing their importance and contribution to the common cause. Often, industrial workers engaged in monotonous activities are told about the role their labor plays in obtaining the final product, where the devices they work on will be used. Nobody likes to work blindly. Familiarization with the final stage of work is especially facilitated in the so-called closed-loop departments, i.e. in those where all stages of the creation of this product take place.

According to Samuel Vauclayne, Chairman of the Board of Baldwin Locomotive Works, "The common man is easy to lead if you have respect for him and show him that you respect him for some ability."

E) Annual reports are a relatively new and less common means of conveying organizational information to employees, while foreign firms have been using them for a long time. "Such reports can be printed in parallel with the annual reports for shareholders or distributed as a single annual reports ... The annual or annual report has an informational function, reflecting the activities and significant events of the company during the year. At the same time, it must also have a motivational function, implicitly appealing to a sense of corporate ownership, pride and patriotism."

personnel policy corporate image

2.3 Career opportunities

According to a study carried out international agency According to Robert Half International, employers believe that in most cases, good employees leave the company due to lack of career opportunities or because of problems with management, and not because of the level of salaries and bonuses.

According to the Internet resource HR-zone.net, among the surveyed executives, 39% believe that layoffs are due to a lack of additional career opportunities, 23% indicated difficulties in communicating with management as the reason, and 17% - a lack of recognition. And only 11% noted the level wages and premiums. During the study, 150 large international companies were interviewed.

It is by no means a high level of salary that helps to reduce staff turnover or increase the motivation for the work of employees. It's all about meeting the emotional needs of employees. When their employees feel that they are being bypassed by inviting managers from outside, the morale of the team inevitably falls. Employees feel that no matter how well they work, they can never get promoted. This does not mean that it is not necessary to determine whether a certain employee higher position. Career opportunities for employees are related more to the overall corporate philosophy of the company, and not to any particular situation.

The fact is that a company that uses a policy of promoting its employees (like, for example, IBM with its lifetime employment system) and appreciates their merits, receives in return a dedicated, highly motivated, productive employee and low staff turnover, which predetermines its financial success. .

Conclusion

Communication work is costly. Saving on it can lead to disproportionate losses due to the unclear image of the organization, the negative psychological climate, the lack of mutual respect and trust between employees and management. Sometimes management only tries to "sell" their line to employees without showing any interest in their position. This one-way communication is ineffective. PR specialists build relationships with employees through a variety of means: meetings and meetings, letters and articles in newspapers, newsletters, exhibitions, annual reports, advertising, indoor television, etc. It must be remembered that all these means will be effective only if if feedback works, i.e. there is not one-sided propaganda, but a two-way exchange of information and opinions. In addition, public relations work is long-term and unforgiving, as was the case with Lee Iacocca (see Appendix 1). The created image of the organization must be constantly maintained, and not risk it for short-term profit.

This paper presents a variant of the possible substantiation of objects and methods of image formation, as well as examples from the practice of some PR campaigns.

Having achieved respect in society, the company will be forced to maintain its image. However, the efforts of the enterprise will not be in vain, everything that is invested in the formation of a positive image will bring not only a decent profit, but will create a good foundation for further growth.

In this paper, an attempt was made to identify and analyze the basic principles of the company's internal PR, taking into account, first of all, the features of the psychological and aesthetic perception of information.

1. The role and importance of internal PR`a - in the formation of a managed image (image, reputation, corporate identity) of the company, its products / services.

2. The objects of internal PR`a are labor collectives, employees of firms, companies, institutions, government apparatuses, united by official and professional relations.

3. The task of internal PR`a is to position the company as taking care of its employees and maintaining constant contact with them.

4. Internal PR channels - internal newspapers, bulletin board, personal meetings of the head of the company with employees, gratitude notes, annual reports, as well as the company's corporate website, which can combine the above methods of communication with staff.

Cit. according to B.J. "The image of the company", p. 162.

“In 1986, Lee Iacocca personified a living legend. He saved Chrysler from bankruptcy and became a symbol of American determination. The fact that he was pulling the company out of the crisis, appointing himself a symbolic salary of one dollar, earned him the respect of the workers of the company and the whole society. He was considered a potential candidate for US President.

Some time later, in order to reduce production costs, Iacocca closes a number of unprofitable Chrysler plants and lays off thousands of workers, while appointing himself an annual salary of 18 million dollars. He becomes America's highest paid executive, and Chrysler workers wear "Iacocca Liar" badges on their overalls. Following this, company executives were charged with using new cars, and then changing the meter reading and putting them up for sale at the price of new ones. In one day, the news spread all over the country, people started joking: "Would you buy a used car from Lee Iacocca?". By betraying Chrysler's stated principles, Lee Iacocca has tarnished his image."