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Combining digital narratives and internal communication has been one of the great challenges for corporate communication managers. After all, the digital environment, especially that of social networks, is part of the daily lives of most employees.
Especially for natives of generation Z, born after 1995, the communication must be dynamic. Exposed to an unprecedented amount of information, this audience is attracted by objective content, with interactive and innovative formats.
On the other hand, one cannot lose sight of the inclusion of older employees. Whether they are more or less used to digital platforms.
According to Cesar Rua, Senior Executive of Corporate and Digital Communication at Vivo, the telecommunications giant has reformulated tools and processes to disseminate its key messages more effectively to internal customers.
“Telecom companies are experiencing the digitalization process not only in their transactions, but also in cultural terms. At Vivo, today we face the challenge of having a more democratic, open, inclusive internal communication that promotes dialogue between all audiences ”.
Internal communication and digital transformation
The challenge to which Cesar refers is not a small one. Although the internal communication at Vivo has adopted digital tools for a long time (the mural and print magazine were discontinued in 2010), talking to such a large number of employees is not trivial.
The company currently has 33,000 employees, divided into four major areas: administrative, call center , stores and fieldwork. All have a functional line and a free smartphone, with an unlimited data plan.
Despite the easy access to employees, different profiles of function, training and familiarity with the internet require different strategies. The channel, the chosen hook and even the way of writing collaborate for an effective combination of digital narratives and internal communication.
“Our internal communication must be inclusive so that we don't focus only on the administrative staff. The street technician, for example, will absorb the message in a different way than someone who spends most of the time in front of the computer ”, says Rua.
Another characteristic of the company, according to the communication specialist, is that more than 90% of employees are older than generation Z. In this sense, in addition to reaching a broad base, internal communication needs to act more as a vehicle for digital transformation than as a mere platform.
“Digital transformation is not just a change in systems, processes, but it is digital thinking. We hit that button a lot in everything we do ”, he reveals.
Digital narratives and internal communication: from people to people
To get closer to employees, Vivo prioritized the implementation of internal communication channels that promote dialogue. In addition to the intranet, occasional marketing e-mails and newsletter, the company produces video content and has the Workplace platform.
According to Cesar Rua, the reformulation sought to unite digital narratives and internal communication in order to allow greater participation of employees. Especially in video content, they are encouraged to talk about various subjects, not just those related to work.
“If we open the line of dialogue, we have to be prepared to listen to everyone's voice. We no longer hire actors for our internal videos, for example. All are presented by employees. It is a communication from people to people ”, he says.
Another way found to stimulate engagement was to reinforce the role of leadership in conversations, making it available to everyone. Every three months, the internal communication produces a live at the Workplace in which the president of Vivo, executives and employees discuss different topics.
In the search to hear more from employees and identify what is being said, the team makes a kind of internal community management. In other words, it observes the conversations created in the Workplace and tries to extract themes from there for digital narratives and internal communication .
“Our communication teams also had to change their mindset . With content production being done by employees, we’re not writing as much, but we’re helping others to write. It is necessary to respect the style of the other, but also to be light. Finding a middle ground in is sometimes difficult, ”he says.
For the demands coming from employees, an editorial filter system was recently implemented. Cesar Rua explains that the decision was made after a satisfaction survey revealed that although 87% of employees rated internal communication as "good" and "very good", a recurring complaint was the excess of content.
From now on, anyone who requests the disclosure of a particular subject fills out an electronic briefing and answers some questions, which have different weights. Software crosses these responses with a mathematical model that considers information, obtained from previous research, about what the employee wants to see. In this way, the degree of priority of the content is defined, for how long it should run and on which channels.
“We reformulated our model of digital narratives and internal communication to combat excess. A large company, with many areas, naturally has many demands. The editorial filter gives a more analytical character to internal communication. Today we act as consultants and not owners of information. We talked to the areas to understand if a post on Workplace is not enough to deal with a subject, instead of creating a campaign. We are in a moment of education, of acculturation ”, says Rua.
Agile methodology in digital narratives and internal communication
Vivo's internal communication also uses the agile methodology to control demands. Orders arrive by the Product Owner , who with the Scrum Master performs the analysis, applies the editorial filter, clears doubts with the internal customer and directs the task to a member of the team.
According to Rua, the positive side of this method is that the team members do not always serve the same customer. Thus, they are constantly addressing different subjects, learning about them and keeping a more critical eye.
“In our digital narratives and internal communication, we want more real life and less production. We are using fewer texts and using gifs and memes a lot to provide employees with the same experience they have on social media on a daily basis ”, he concludes.
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