How to Plan Internal Communication During Organisational Change
Tell staff what is changing, why, what it means for them and what happens next, before they hear it elsewhere. Then keep communicating, listen to questions and update people as decisions are made.
Internal communication during change should tell people what is changing, why, what it means for them and what happens next, before they hear it from anyone else. It should then continue through the transition, with clear channels for questions and regular updates as decisions are made.
For organisations in Ghana going through a restructure, a new leadership team, a merger, relocation or a change in strategy, staff are usually the first audience whose understanding matters.
Prepare before announcing
Agree the facts that can be shared and those that are still undecided. Confirm who will lead the announcement and who will answer follow-up questions. Make sure managers are briefed before their teams, so they are not hearing the news at the same time as the people they lead.
Check whether there are legal, contractual or union considerations that affect what can be said and when. Take appropriate advice where needed.
Explain the reason
People are more likely to engage with change when they understand the reason for it. Explain the problem or opportunity that led to the decision, in plain language. Avoid presenting a difficult change only in positive terms. Staff can usually tell when something is being softened, and it reduces trust.
Answer the personal questions
Most people's first questions are personal: Will my role change? Will my manager change? Will my pay, location or working hours change? Address these directly, even if the answer is that a decision has not yet been made. Give a date by which they can expect more information.
Choose the right channels
Important news should be delivered in person or by video where possible, followed by written information people can refer back to. Smaller team meetings give people a chance to ask questions they might not raise in a large session.
Agree how ongoing updates will be shared: a regular email, team briefings, an internal noticeboard or a messaging group. Use one main channel consistently so people know where to look.
Create space for questions
Provide a way for staff to ask questions, including anonymously. Collect the questions, publish the answers and update them as decisions are made. When the same question comes up repeatedly, it usually means the explanation needs to be clearer.
Support managers
Managers carry much of the communication load during change. Give them a short briefing note with the key facts, likely questions and agreed answers. Tell them who to contact when they do not know an answer. Ask them to report back on how their teams are responding.
Plan the sequence
A simple sequence might look like this:
- Leadership agrees the decision, facts and timeline
- Managers are briefed and given the message guide
- All staff are told, in person or by video, followed by a written summary
- Teams meet to discuss what the change means for them
- Questions are collected and answered
- Regular updates continue until the change is complete
Keep external communication consistent
If the change will be announced publicly, staff should hear first. Make sure the external message matches what staff were told. Inconsistencies between internal and external accounts are quickly noticed.
PR369's Strategic Communications and PR service includes internal communications and stakeholder engagement. Email info@pr369.com with the change you are planning, the people affected and your timeline. We will begin with a strategy conversation.
