How can internal communicators minimise the work-force depleting impact of swine flu?: James Bennett, managing online editor at internal communications research and training company Melcrum Publishing.

The media coverage of swine flu has seen a barrage of mixed messages being fed to the public. It seems no one can agree to deliver a simple, clear and consistent line of communication. No one that is apart from internal communications professionals whose function it is to do just that.

Since the first outbreak of the virus in Mexico earlier this year internal communicators have been rifling through in-house computer files to find existing crisis comms plans, such as those drawn up during the time of bird flu, and modifying them to today’s current outbreak. But there are many companies out there that have never planned for such a scenario and who have had to rapidly become crisis comms  experts, not only that their companies now rely on them to deliver arguably some of the most important messages in corporate history.  Forget writing a company-wide message on the intranet announcing a town hall meeting with the new global CEO, communications such as these can have life-changing consequences, and if swine flu cases do dramatically rise in the winter months, thousands of businesses could see not only their profit margins but vitally their workforces depleted.

So, among the confusion, media noise and mixed messages that have so far surrounded swine flu, what are the most practical steps an internal communications team should be taking in a crisis such as this?

The primary role of internal and external communicators should be to ensure that all stakeholders are kept informed without causing widespread panic. The best way to prevent panic within an organisation is to remain calm, putting the wellbeing of your colleagues and your customers first in all communications and plans. However, calm can only be maintained if you stay focused and are constantly aware of the bigger picture and the information being distributed by official sources such as the NHS, airlines or the World Health Organisation (WHO).  These messages will, unlike many, be 99 times out a 100 co-ordinated, clear and trustworthy.

Once the essential messages are set and you are focused on the task ahead you must maintain consistency in all future communications, frequently posting updates, as well as answering employee or customer questions as openly and honestly as possible and informing your stakeholders of the current position of the business and the actions being taken ensuring messages are succinct and aligned.

You should always be able to respond to questions surrounding the current situation but it is also important to remember to focus on the long and not just the short-term impacts the ‘crisis’ will have companywide. Try to create an air of resilience around your messaging and employees will be feel reassured and protected that their employer is taking the right steps during a tough time.

Once your plan is underway one of the key areas to focus on is using your existing resources and trusted employee channels with which to broadcast your information. This may also include social media so be aware of some of the internal comments being made on platforms such as Twitter and Facebook and, if necessary, respond rapidly and accurately to conversations being held and questions being raised.

At all times ensure that you are at the centre of the decision-making process and involved in discussions with the appropriate people, otentially including members of the board. Above all, be on your guard and always be prepared for the unexpected. Follow your plan and crucially update it as various scenarios occur.

Visit Melcrum at www.melcrum.com