The High-level Group for the Modernization of Official Statistics has recognized that effective internal communication and employee engagement are critical to an organization's well-being. Even the most compelling vision for the growth and development of a statistical organization cannot inspire or motivate employees unless it is shared with every staff member in a form that resonates with them both individually and collectively.

Within the context of today’s ever-changing data environment, many statistical organizations are in the process of developing or reviewing their strategic objectives and their business models. With this comes the articulation of a new or refined mission, vision and values statements – the organization’s roadmap. Engaged employees, can and should be the conduit through which the statistical organization engages with the outside world. To do that, employees need to be informed, feel a part of the organization, understand their role and that of the organization, and embrace the values established by its leadership.

This component of the Strategic Communications Framework proposes a number of elements a statistical institution can consider to engage effectively with its employees. The following summarizes the recommendations presented throughout the document.

Recommendations

  1. Knowing your employees is an essential first step. Employees are critical to the organization’s success as they: directly impact organizational productivity; influence one another; and influence external audience perceptions, especially those of stakeholders and users.
  2. Effective internal communication is one of the primary tools management has to engage staff. An effective internal communications strategy must be grounded in the reality of an organization that is genuinely driven by its mission and values. Strong internal structures consisting of a well-motivated and effective team of key players in the organization can only be created through planned and thoughtful communication.
  3. Every statistical institution, regardless of its level of communications maturity, should have mission, vision and values statements. These statements, developed with the input of staff, should be part of the strategic planning process that statistical organizations use to describe their present situation and future goals.
  4. Used consistently, the mission, vision and values statements become an important tool for consulting with or educating employees about an organization’s existing culture and what kind of culture it would like to have.
  5. Statistical institutions can use the Internal Communications and Employee Engagement Maturity Model as a diagnostic tool to assess their current capabilities with respect to internal communications and employee engagement. It can also be used to identify areas for organizational development and/or improvement.
  6. An effective internal communications strategy distributes the responsibilities among identified roles. Each role carries its respective responsibilities and accountabilities – from the Chief Executive to the employees - thus promoting a culture of cooperation and consistency. Information circulation should be well planned and guided by internal procedures.
  7. Regular measurement and assessment of internal communications, using both quantitative and qualitative data, provides both immediate and long-term feedback on communications initiatives, allowing course corrections to be made in time to be effective.
  8. Statistical institutions can consider the use of a variety of available tools to collect valuable employee information, such as attitudinal surveys, specific assessments, structured interviews, ability tests, and focus groups. These tools can improve understanding, trust, commitment, and communications among team members, and facilitate more productive teams throughout the organization.
  9. Information gathered through the use of these tools should be analyzed and the results shared with all staff. Informing and commenting in real time will build trust between employees and the organization.

Statistical institutions should promote actions that remind employees that their voices are being heard and that they contribute to the decision-making process

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