Medium for Message Delivery
The medium used for delivering the message is electronic mail. Emails are a popular form of communication in the workplace, with which every individual is familiar. There are also advantages and benefits of using email to pass information among the team members. According to Sivunen & Laitinen (2019), it presents a virtual method of sending one message to multiple recipients. Additionally, emails enable easy dissemination of information even on a busy day; the recipient can read the message at their convenience.
When choosing an email to pass the information, other media were also candidates for the same role. Choosing email as a suitable medium involved a series of analyses, weighing the benefits and disadvantages of all the media. For example, in this case, the preferred medium had to be a free tool that was fast, simple, easy to use, accessible, and allowed mass sending. Emails checked all the points and offered additional advantages, such as being paperless, providing instant access to information, and offering storage for future referencing. All of these are provided and stored in the cloud at no additional cost. Since BlewMinds has only five employees, using email is the best option compared to other mediums, which could interrupt the company’s everyday operations.
Target Audience and Factors Considered
The target audience for internal communication includes managers, employees, and prospective clients within the company. Top management can be defined as the senior-level officials holding executive positions at any organization, such as BlewMinds (Singh et al., 2021). The top management will consist of Sandeep and Vishwapriya, who will provide resources, reviewers, facilitators, and coaches, and steer the change within the organization, realizing that a better communication strategy has been established.
The employees are members of the organization who are hired to assume specific roles and responsibilities (Sun & Bunchapattanasakda, 2019). The employees will include five members, one male and four females. Since the team comprises diverse individuals, it will reflect cultural differences and values that may include mores and beliefs.
The key factors considered include a hunger to learn, agility, and passionate personal goals, as well as those of the organization. These are the driving force that makes an employee productive and efficient while handling a particular task. Agility will enable BlewMind’s employees to work efficiently towards achieving the change’s objectives and goals. Similarly, other aspects, such as humility, authenticity, respect, and empathy, comprise the value system expected from each employee (Agarwal & Jain, 2022). From the case study, the cofounders of BlewMinds expect their employees to treat each other with respect and value their diverse perspectives on matters related to the organization’s development, despite cultural differences.
The Internal Message
According to the analysis and evaluation conducted by Puja Agarwal and Neera (2022) at BlewMinds, several challenges have been identified that hinder the company’s growth. The company lacks brand visibility and constraints on the marketing budget. Similarly, the company has no clear communication strategy for the organization. Besides, there is evidence that the company is disconnected from its clients. The company has laid down several solutions to counter the challenges.
To begin, thorough market research will be conducted to identify the company’s target audience through interviews, surveys, and focus groups. This implies that the company will set aside funds for recruiting and compensating the team responsible for conducting the research. The team will develop a comprehensive brand strategy that encompasses key areas, including the company’s positioning, messaging, and value proposition, which must be thoroughly researched and refined. A communication channel will be established to inform all key stakeholders and share the market research report. Questions and inquiries from employees will be directed to the team in charge of the research and carbon copied to BlewMinds’ leadership.
BlewMinds will set content marketing that is tailored specifically to the target audience. This will enhance the brand’s visibility, attract a new target audience, and retain the existing ones. The company will require employees to participate in developing white papers, case studies, and blog posts. The company, therefore, calls for collaboration among employees, management, and other stakeholders to ensure that the proposed changes are implemented effectively and efficiently.
Change management principles were also considered to enable the change, preparing, helping, and supporting the teams, employees, and all stakeholders within the organization. To craft a considerate message that aligns with the organization’s mission, goals, and vision, top management must be taken into consideration (Errida & Lotfi, 2021). Similarly, other essential considerations, such as making a formal case for change, the organizational cultural aspect, explicit instruction, transparent communication, accountability, the use of modern technology, and being specific in the direction of approach, were all taken into account when crafting the message. Lastly, the emotional aspect of the report was intended to account for the employees’ reactions that the message might evoke.
Consideration of Employees’ Personal Needs and Development
The approaches taken determine the growth capacity of an organization. Vishwaprya believes in opening roles that allow employees to develop and grow in their areas of passion. In creating the message, considerable consideration was given to the employees’ motivation, productivity, retention, and creativity to help improve the situation at BlewMinds and provide the correct and precise message and training opportunity. A clear expectation was therefore set for each role and area of the problem. This is crucial for aligning with each employee’s skills and identifying areas that need development, as well as potential training needs (Saks, 2022). The employees’ motivation regarding remuneration was considered to help encourage them to participate in the change process, as they would also benefit and grow.
Similarly, the development needs of employees at BlewMinds were considered under three key factors. First, the message aimed at researching the target audience and value proposition ensures staff knowledge is improved based on new findings of the company’s industry. The other two consideration areas were personal development and job-related needs. Job-related needs necessitate the division of labor by establishing a new team to target a specific market (Saks, 2022). This allowed employees at BlewMinds to engage with one another and with customers and stakeholders.
Considerations Made to Offer Continuous Support to Employees
Sometimes, change must be implemented rapidly in an organization, and every employee must be considered. Employees must be placed in a position where they understand their role within the new structure. To offer continuous support, the functions must help employees understand the level of responsibility and accountability when disseminating communication and information during the change process (Yue et al., 2019).
Milestones will be considered as stages for check-in schedules to help employees continuously adapt to the changes. Management must be empowered with the steps and levels of the implementation process, including challenges, timelines, and tasks. Additionally, resources must be allocated to the right channel and people of continuous support. To make follow-ups, weakly communicate through emails to address potential setbacks and confusion, which might escalate and become problematic.
Rewarding acceptance and removing barriers will help maintain the employees’ morale as they continue to support the change. Change brings with it late and early adaptation within and outside the organization. Employee readiness will be evaluated using self-evaluation, which can be used to determine the individual’s level of support needed (Yue et al., 2019). Employees are to be provided with manuals, and pressure is to be removed from them to ensure that they commit to the process gradually and systematically.
Potential Sources of Conflict
There may be some conflict that arises as a result of internal communication. One potential conflict that may arise is the need for more role classification. This may arise from unclear role and responsibility assignments. The message does not explicitly assign a duty to each member or group, which can lead to uncertainty and vague guidelines on who is responsible for implementing each section of the change.
Similarly, unreasonable time constraints may arise. It is challenging to use email as the sole medium of communication and requires a combination of face-to-face communication to address issues that arise. Some employees may need to remember to check their emails, which can result in late receipt of information (Pollock & Hauseman, 2019). Similarly, some employees might not be able to receive the emails sent to them for various reasons, such as viruses.
References
Agarwal, P., & Jain, N. (2022). BlewMinds: Leveraging influencer communication strategies. The Case Centre.
Errida, A., & Lotfi, B. (2021). The determinants of organizational change management success: Literature review and case study. International Journal of Engineering Business Management, 13, 18479790211016273.
Nayak, M. S. & Narayan, K. A. (2019). Strengths and weaknesses of online surveys. Technology, 6(7), 8-24.
Pollock, K., & Hauseman, D. C. (2019). The use of e-mail and principals’ work: A double-edged sword. Leadership and Policy in Schools, 18(3), 382-393.
Saks, A. M. (2022). Caring human resources management and employee engagement. Human Resource Management Review, 32(3), 100835.
Singh, S. K., Gupta, S., Busso, D., & Kamboj, S. (2021). Top management knowledge value, knowledge sharing practices, open innovation, and organizational performance. Journal of Business Research, 128, 788-798.
Sivunen, A., & Laitinen, K. (2019). Digital communication environments in the workplace. Workplace communication, 41-53.
Sun, L., & Bunchapattanasakda, C. (2019). Employee engagement: A literature review. International Journal of Human Resource Studies, 9(1), 63-80.
Yue, C. A., Men, L. R., & Ferguson, M. A. (2019). Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust. Public relations review, 45(3), 101779.