Internal Communications—It's Not Rocket Science - Government of ...

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PA P E R A N D D I S P L AYVision, Values, and Mission StatementsVision and values statements define how an organization sees itself or wantsothers to see it.A mission statement explains why the organization exists or what it does.Good For• any department or organizationPros• They build cohesive direction within an organization.• They crystallize the purpose, direction, and values of an organizationCons• They can be meaningless if not reflected in the leaders of the organization.• Developing a vision, a values statement, and a mission statement can becomea complicated process.Details• An effective mission statement is best developed with input by all the membersof an organization.• Keep them short but comprehensive enough to be of value.• Avoid saying how great you are: what great quality and what great serviceyou provide.• Examine other organizations’ statements, but make certain your statement isyours and not that of some other organization.• Make sure that the majority of the organization truly believes in its vision, values,and mission statements.• The organization should communicate its mission, vision, and values statementsto all employees through media such as newsletters, bulletin boards, intranet, etc.• Professionally printed and framed copies can be displayed, so staff andmanagement are constantly reminded of the organization’s vision, values, andmission. These can be placed in staff rooms, boardrooms, main entrances, etc.A M A N A G E R ’ S G U I D E T O C O M M U N I C A T I N G W I T H E M P L O Y E E S33
Elements of a Mission Statement• The Purpose Element clearly states what your organization seeks to accomplish:Why does your organization exist? What is the ultimate result of your work?• The Business Element outlines the “business(es)” (i.e., activities or programs)your organization chooses in order to pursue its purpose. Specifically, youmust answer, “What activity are we going to do to accomplish our purpose?”• The Values Element lists beliefs that your organization’s members hold in commonand endeavour to put into practice. The values guide your organization’s membersin performing their work. Specifically, you should ask, “What are the basicbeliefs that we share as an organization?”The public service values for the government of Nova Scotia are:• respect• integrity• diversity• accountability• the public goodDepartments may want to add others that focus specifically on the mission andgoals of the department.34I N T E R N A L C O M M U N I C A T I O N S : I T ’ S N O T R O C K E T S C I E N C E !
Page 1: A MANAGER’S GUIDE TO COMMUNICATIN
Page 4: C O N T E N T SPage 1:Communication
Page 7 and 8: C O M M U N I C AT I O N S F O R T
Page 9 and 10: Why Communicate?“When in doubt,te
Page 11 and 12: “The single biggest problem incom
Page 13 and 14: “The basic building block of good
Page 15 and 16: Internal Communications Quick Guide
Page 23 and 24: There are many ways to communicate
Page 25 and 26: All-Staff “Big Picture” Meeting
Page 27 and 28: Department-Wide MeetingThis is a sh
Page 29 and 30: Workgroup or Staff MeetingStaff mee
Page 31: DetailsThis tool has been used in a
Page 34 and 35: I N F O R M A L FA C E - T O - FA C
Page 40 and 41: NewsletterA regular department- or
Page 42 and 43: Content must always reflect public
Page 44 and 45: Suggestion BoxManagement and staff
Page 46 and 47: E-mail is excellent for sending con
Page 48 and 49: This tool, like anything Internet-r
Page 51 and 52: News BulletinOccasional department-
Page 53: S O C I A L M E D I ABlogs, micro-b
Page 56 and 57: On the production side, the technol
Page 58: For example, if the Public Service
Page 61 and 62: Meetings ChecklistK E E P Y O U R M
Page 63 and 64: Where can I find out more about pla

Internal Communications—It's Not Rocket Science - Government of ...

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