Communication, sharing and business welfare: what is the link?

Flexibility, participation, and motivation. These are the 3 factors that allow the connection between communication, sharing, and business welfare.

The significance of internal communication 

Business communication is often considered in its attractive function turned towards the outside. In this meaning are included concepts such as brand awareness, that is linked to the brand reputation or customer and stakeholder engagement, namely the involvement that the business is able to achieve towards the clientele and the parties that have in various ways an interest in relating with it. Amongst these parties also fall the employees and the collaborators, reason why the action of communicating cannot be limited to perform a function projected to the outside of the organisation, but is has to be multidirectional. 

The internal communication, hence has a significance equal to the external one. Usually it happens in 3 ways: 

The last one, unlike the other 2, is seemingly not based on a hierarchy. Describe the information flows “at the same level” that is intertwined in the relation between management, direction, and employees. In reality, because is impossible that a hierarchy even communicative would not exist, the network modality is a dynamic and flexible system through which the information in the company travel or should travel in.   

The digital as the hinge of employees’ participation 

Internal communication and information sharing are not synonyms. The first refers to the ability to interfacing with the colleagues and the management; the second one, to the transfer of data and files in the business context. Today both can be enhanced from the massive advent of digital, thanks to technological solutions always slimmer and, sometimes, cheap: from clouds to smartphones, to messaging apps. With a warning, as Piero Dominici – university professor expert on public communication -reminds us: “digitalisation as such does not make the connection among people any better”. It is not necessary to “fall into temptations of technological determinism” to use the scholar’s words. Technology speeds and facilitates a dynamic participatory that is born from the involvement of the employees in the mission and it expresses itself in a ‘network’ communication and in a sharing of the heritage of company knowledge. 

Business welfare, flexibility, and motivation

There is a third element that supports and breathes life into the participative involvement of human capital. It’s about the business welfare politics that relate to the offer of various goods and services for the collaborators: from the social security funds to the additional assistance for parents and relatives that are elderly or non-self-sufficient, from the bonuses for children’s education to the promotion of social and recreative activities, all the way to the mortgages and personalised funding. They are at the origin of the initial phase of the attraction of the organisation towards new talents to “bring on board”, as well as the phase of retention of the resources once they have been hired. 

But, regardless of the specific products of business welfare offered, it is the basic idea that attracts and keeps people in the organisation: a balanced equilibrium between private life and work. In other words, more flexibility. The same that a smart digitalisation of functions and processes grants, thanks to which for example it is also possible to work remotely from any device. This way motivating people, gratifying and closing the circle of communication and sharing really efficient and consequently, productive.