8 tips for a successful internal ambassador program

Why develop an internal ambassador program?

All too often, the central organization makes a decision, distributes information and thinks that simply relaying it on the company’s collaborative spaces will be enough for it to be read, understood and integrated.

In practice, this logic clashes with several realities:

• Perfectible commitment to Intranet-type spaces
• Limited formats for disseminating information to employees who have become accustomed to multiple content in their personal lives
• Local entities’ possible distrust of a central body
• A lack of personalization in the message and in the impact it has on the day-to-day life of a business, a unit, or even a specific individual.
• A lack of support for change or training around a new approach.

To address these issues, one of the areas to be developed is the implementation of an internal ambassador program.

The internal ambassador program will:

• Promoting links with local businesses and entities
• Optimize information dissemination
• Adapt messages to different audiences
• Accompanying change on a daily basis.

The implementation of an internal ambassador program requires respecting a few rules

So here are my 8 Councils on the subject, in a context of transformation:

1. An Ambassadors program must be engaging: an Ambassador position is earned through investment, it should not be a status. Ambassadors must be removed and added regularly, and validated on strict criteria.
2. Managers must be involved in the process: managers must be acculturated to the subject and understand the strategic stakes involved, validate the active participation of employees, and themselves be part of the program.
3. An Ambassadors program must be animated: a dedicated internal person (and at least one deputy) must be able to animate the program on a daily basis: internal social platforms, webinars, events…
4. All professions and levels must be represented: an identified sponsor within the COMEX, a fair distribution according to professions, sessions mixing employees and managers… Cross-functionality is the key to an agile transformation.
5. The ambassadors’ contribution must be perfectly defined: participants must have a clear and precise vision of their interest in this investment: dedicated training, time allocated, internal promotion…
6. Ambassadors must be given the tools they need: Employee Advocacy platforms, communication materials previewing the topics to be covered, graphic identity and values for ambassadors, etc.
7. Digital / agile transformation needs to be perfectly defined: we all know the principle of internal transformation, but how exactly do we define it in our organization? This is essential to get the ambassadors moving in the same direction.
8. The cultural evolution must be accompanied: in a context of adaptation to permanent change, the rules must be re-specified: what is change at the moment? What is the mission of the ambassadors? For what ROI?

As with many transformative actions, execution is more important than the initial intent. To achieve high-impact results, energy and resources must be deployed over the long term.

See also our feature on "HR strategy management tools".

• What are the key issues facing HR departments today?
• Organization, talent management, recruitment: priority HR projects?
• Human resources management: what HR strategies for the future?
• Best practices to manage your HR strategy in an optimal way
• The different HR management tools to carry out your HR strategy
• HRIS software: the different areas of intervention for the HR function
• How to convince your management to invest in an HRIS tool?
• Is it necessary to be accompanied in the management of an HR strategy?
• What indicators should be defined to measure the performance of an HR strategy?
• HR strategy: how to achieve effective HR reporting?
• Who should drive HR projects in the company?
• Setting up a working group for an HR project: who should be involved?