If your business has employees scattered in several places, or has more than 50 team members, you may want to think about writing an internal company newsletter. Internal newsletters are a useful way to exchange information, create a common understanding and build your brand in the minds of the team members.
They are also a lot of work! And they can create problems unless their design and implementation is well thought of.
Here are my Top 7 Tips for Writing an internal company newsletter.
1. Work out what you want your newsletter to reach – it’s purpose. Is it only to share opinions managers, to build teams, to create a social network, to update people on policy or something else? One way streams of information from managers rarely enticing to read by members of the team – so give thought to how you can include interactive elements.
2. What should be in it? Following the clear purpose of the newsletter, get feedback from management and employees of what they want their newsletters contain. What information they want more or less of the workplace? What issues would they want to hear more about? Any problems with the communication they face currently newsletter may face?
3. What format is a newsletter going to be? If your workplace has one computer for each person, the electronic will work. If you have team members with no access to computers, then you must look for a more traditional style print newsletter.
4. How often will it come out? Do you need a quick daily email updates, weekly, monthly or quarterly issue? The longer the interval between newsletter, the less fresh information becomes. What the schedule is going to be, stick to it once you start. Make sure there is 100% compliance with the issuance program, another to send a message to the team members that they are not important, and this change is just like all the others began with a big song and dance and ended in nothing.
5. How long will the newsletter be? Is it going to be a one-page document or run to many pages? In most workplaces, are long boring magazine sent to the chamber of doodled over and flicked through. If you want people to read them – keep them short and punchy.
6. Who is the editor? You need to make one man holding assigned responsibility for collating information for the newsletter and manage the production side of things. Editor must also have sufficient “clout” to be able to hound people for information and reducing post, if necessary, to get information (in most cases this is not a job for the office receptionist to do in his spare time). Editor also needs time available to be able to complete its mission, which may include changing other their accountabilities work to suit.
7. Who will help? If you call for people to contribute content, you will find Hell begin to freeze over before you get the first version out. The best option is to give key areas regularly “column” that is their responsibility to complete and return within the time frame. Hold each team responsible for saving and deadlines meeting – and make no excuses!
One last thing to remember is internal company newsletter should only form a tiny part of the overall communication strategy. And do not be surprised if your “open rate” for electronic newsletters or “reading rate” in print is not more than 50%. It means that you will still lose a large percentage of your employees unless you take more methods that managers refer to the newsletter team briefings and including newsletters with their pay slips.
If you take the time to consider the communication strategy before you start writing an internal company newsletter, you will be much more effective than if you just start putting pen to paper.