FACULTY OF HUMANITY AND SOCIAL SCIENCES 
Course: ANH318DE02 – INTERNAL COMMUNICATION FINAL REPORT
INTERNAL COMMUNICATION PLAN THE LAB SAIGON
Lecturer: Mr. John Basihan Bayarong
Students’ Name: Lê Thị Phương Lan – 2160407
Submission date: ..........................................................................................
FACULTY OF HUMANITY AND SOCIAL SCIENCES 
Course: ANH318DE02 – INTERNAL COMMUNICATION FINAL REPORT
INTERNAL COMMUNICATION PLAN THE LAB SAIGON
Lecturer: Mr. John Basihan Bayarong
Students’ Name: Lê Thị Phương Lan – 2160407
Submission date: .......................................................................................... TABLE OF CONTENTS
1. EXECUTIVE SUMMARY ....................................................................................... 1
2. BACKGROUND OF THE ORGANIZATION ........................................................ 2
3. VISION, MISSION AND GOALS ........................................................................... 3
4. ORGANIZATIONAL STRUCTURE ...................................................................... 4
5. OBJECTIVES OF THE PLAN ................................................................................. 5
6. KEY MESSAGES OF THE ORGANIZATION ...................................................... 6
7. AUDIENCES ............................................................................................................ 7
8. INTERNAL COMMUNICATION TOOLS ............................................................. 8
8.1. Existing communication tools ............................................................................ 8
8.2. New communication tools ................................................................................ 10
9. IMPLEMENTATION PLAN AND TIMELINE .................................................... 12
9.1. Plan and timeline .............................................................................................. 12
9.2. Budget plan ....................................................................................................... 14
10. MONITORING AND EVALUATION ............................................................... 16
10.1. Feedforward monitoring ................................................................................ 16
10.2. Concurring monitoring .................................................................................. 16
10.3. Feedback monitoring ..................................................................................... 16
REFERENCES .............................................................................................................. 17
1. EXECUTIVE SUMMARY
The Lab Saigon, a design agency based in Ho Chi Minh City, was founded by
creative director Tuan Le. The company designs and runs many independent businesses
in Ho Chi Minh city. The Lab Saigon is the creative minds behind numerous popular
domestic brands such as WORK Saigon, Work Cafe, Bunker and other projects. In
addition, the organization also helps to shape the design styles of several local and international brands.
The Lab Saigon is a small-scale company with over 20 full-time employees
working at the headquarter of The Lab Saigon in District 1 (Ho Chi Minh City) and
more than 30 part time employees dispersed by projects. The communication taking
place in the main office is mainly cost saving. The company have utilized a variety of
channels from direct interaction to electronic and printed platforms to foster the
company networks. For example, face-to-face (meeting, leader visits, events),
Workplace, Email, Moodboard, Company’s brochure, Google Drive.
Despite the bonded contract workers, The Lab Saigon is running a lot of design
projects and food and beverage stores with the participation of more than 30 part-time
staffs, which propels a need to build strong connection for all of the employees
regardless of being full-time or part-time. Currently, The Lab has no internal
communication team or human resources department. As such, the employees’
engagement index is not measured to evaluate if the communication activities within the
company are effective or not. Owing to this, this report aims to craft an internal
communication plan for The Lab Saigon to bolster their employees’ involvement and increase its productivity. 1
2. BACKGROUND OF THE ORGANIZATION
In 2014, Tuan Le, a man full of creative ideas from his memorable childhood
in the States, started up a company that provides designing services and operates
restaurant and accommodation projects. One of the company’s most salient projects is
“Nest by AIA” at Bitexco Tower in Saigon in 2015. One year later, “Nest by AIA”
marked its success with another grand opening at Vincom Tower in Hanoi. This coffee
shop designed by the Lab Saigon based on the request of AIA Insurance is among the
Lab’s biggest plans in terms of budget and efficiency. Apart from “Nest by AIA”, The
Lab Saigon is also the designer of “Ba Lá Trà” a chain of tea shops with unique
atmosphere. Besides, The Lab also runs independently many other projects with
innovative ideas, namely, WORK Saigon, Blank Bar Saigon and Hanoi and Bunker Bed
Breakfast Bar. During its development momentum, the Lab has created different styles
of interior design. For instance, WORK Saigon, one of the very first project of The Lab
when the leaders first dabbled into the food and beverage industry, impresses its
customers with the concept of a coffee shop with coworking space. Or Bunker Breakfast
and Bed, a small restaurant and homestay inspired by Tuan Le’s formative years circa
early 90s in Chinatown, Los Angeles. The Lab Saigon not only supplies design services
and does business in food and beverage field, but it also stepped into the fashion and
furniture domain with Label Concept Store. There are a variety of product lines, from
prototype, unique to collaborative models in this brand. Label Concept Store challenges
popular product with mass-produced designs and questions the craft industry. The brand
is special because it allows users to label any product in order to transform the interior
space to suit their purpose. Moreover, the Lab Saigon has deals with oversea customers
as well, for instance, Los Angeles and Hong Kong. The company provides designing
ideas to advertising agencies that are outsourcing. 2
3. VISION, MISSION AND GOALS
The Lab Saigon aims to be one of the most trustworthy designing agencies that
first comes to customers’ mind when they look for creative ideas. The Lab understands
and applies the structure of reinvestment. The Lab do not bid for projects. When
consulting clients and advising them about design options, the staffs are very confident
because they created the designs by their own money. After producing about 80% of the
ideas, they will introduce it to customers.
Its mission is to wow clients every time they use The Lab’s service with its
amazing designs and architecture. For their own stores, The Lab wants to let its
customers try their food, drinks, cakes and even clothes in the most special ways that
fill them with unforgettable memories.
Beside the business objectives, The Lab Saigon also has its own goals for
internal communication which are measured based on the SMART (Specific,
Measurable, Achievable, Relevant, Timebound) template (Grossman, 2018). The
objective details are as follows:
- By the end of 2019, the company’s employees’ engagement index will be
measured and raised up to 60%.
- Until June, the company employees’ productivity will increase by 10%.
- At the end of 2019, job satisfaction increases to 75 points. 3
4. ORGANIZATIONAL STRUCTURE Creative Directors Accounting General Accountants Department Managers Food & Beverage Projects Manager managers Store Managers Designers Staffs Producers 4
5. OBJECTIVES OF THE PLAN
To match with the organizational outcomes, this internal communication plan
focuses on the communication objectives mentioned below:
- Objective 1: To build connections among the core staff and coordinators so
that the Lab can reduce absenteeism and facilitate employees’ engagement
by ensuring that every employee is heard and appreciated via an anonymous platform.
- Objective 2: To foster productivity so that the company can achieve better
safety and quality performance by identifying workers’ needs through
surveys and provide them with in time soft skills training (problem solving,
planning, customer communication, manner and etiquette) and help them
understand their goals and roles.
- Objective 3: To cultivate company’s culture so that the company becomes
a cohesive group by making all employees feel connected and belonged
with a shared company calendar. 5
6. KEY MESSAGES OF THE ORGANIZATION
The messages the company wants to send to its employees are summed up in the table below. Purpose What the What the What the What the
company wants company wants company wants company wants its workers to its workers to its workers to its workers to KNOW THINK FEEL DO Foster
No matter what Employees can The Lap hopes Employees are employees’
their position in think of The its employees encouraged to engagement the company is, Lab as their feel secure and share their they can second home comfortable stories and always raise and colleagues within the problems to their voice and are the family company and others. their stories members. If around their will be heard. workers look colleagues. for advices from all aspect of life, the Lab is here for them. Increase The Lab The company Its employees Employees are productivity always works wants its will feel expected to on trust and the employees to motivated and thrive for their managers will think that committed. best, devote provide all the employees at their time, information the Lab are not make great needed to equip only earning effort, keep its employees money, but good self- with necessary they are also discipline and skills. learning new head to a stuffs every successful day. future. Nurture Everyone in the The Lab will The Lab wants The Lab’s company’s Lab care for make its its employees employees culture each other from employees to feel should care for every little think that they belonged and others, thing, every are a part of a loved. maintain good milestone in family, not just relationship their lives a company. and have a positive attitude towards others. 6 7. AUDIENCES Audiences Age Personalities Mindset Directors 25 to 35 Responsible, Competing in a dynamic domain and years old innovative and
like Design, the Lab Saigon aims Managers visionary leaders
to create things they understand Supportive team enough but also surprising builders enough.
Leaders in the Lab Saigon respect the difference and target to
expand their employees’ limits. Designers 20 to 30 Creative
They are internet savvy, but they and years old facilitators and
are also designers who prefers Producers hard-driving
visual appeal. They are working workers in the designing realm, which
facilitates their sense of art. Part time 18 to 25 Active and
They are millennials with modern staffs years old energetic point of views about various collaborators aspects in life.
Part time staffs of the company are very well-adapted to the company culture.
With a general understanding of the audiences, hence, the internal
communication plan will focus on applying technology to render it user-friendly while
embedding artistry details and decorations to ensure it attract the audiences and meet their purposes. 7
8. INTERNAL COMMUNICATION TOOLS 8.1. Existing communication tools
Most of the tools being used within The Lab are cost saving. Due to the small
size of the company, everyone at the main office sits in an oval seating arrangement. As
a result, internal communication easily takes place and face-to-face is mainly used.
However, the company also applies other electronic platforms to control over the
employees and disseminate information. Printed materials are utilized as well for
advertising purposes. The table below will evaluate the effectiveness of internal
communication tools used in The Lab Saigon. Tools Cost Security Installation Storage Information sharing Face-to- Free Depends on Very easy to Free of Very fast face the situation implement. It charge and easy. happens in However, forms of sometimes weekly it gets meeting, leader influenced visits and from the company events grapevine. Workplace Affordable: High Easy to install More Sharing (1) 3$ per security and get use to expense for information person per (only because it more storage. easily and month members shares the instantly who have same interface People company with Facebook receive accounts notifications and and can permissions from admin attach files can join the while group) chatting Google Reasonable: Low Easy to install Large Easy to Email 3$ per security storage with attach files person per (Members a lot of and share month in the G- business suite can emails forward company 8 emails to outsiders) Moodboard Cheap High Takes time to Small Easy to add (2) expenses for security decorate and storage in new decoration (Nobody is keep updating The content information and printing allowed to timeline and is only in the about new only take picture new size of board projects, of this information strategies or because it ideas. contains People can commercial secrets) get the news faster Company’s Average Low Takes time to Small Easy to brochure cost for security design and storage. share (3) printing
(Information print, but it can It contains information can easily be easily the be leaked allocated to information because the staffs about the company projects and distribute it the staffs to the employees) Google Included in Average Easy to install Huge storage Easy to Drive (4) Google security up to share email cost (People can 30Gb/person information share but it company requires to files to pay more to outsiders, upgrade but it may storage require owner’s permission)
(1) Workplace: an online tool for teamwork collaboration, with Facebook features.
(2) Moodboard: a shared board hung on the wall in the main office containing project
timeline, notes and space for creative ideas
(3) Company’s brochure: Brochures of company project information and pictures to promote and advertise.
(4) Google Drive: “Google Drive is a file storage and synchronization service developed by Google Inc.” 9 8.2. New communication tools
In order to fulfill the company objectives, this report suggests some new tools
with a hope to make improvements for The Lab Saigon’s internal communication activities. Objectives Tools Functions Executor Foster Confession To allow people to reply to Managers employees’ forum
information, present their concerns, engagement
give feedback, make suggestions, ask
for advices without fear of censorship Rewards
To create a standard for employees to Directors Rubric
encourage employees to achieve Increase Surveys
To learn what workers need to support Managers productivity
them as well as to gain their feedbacks about leadership management
Communication To improve employees’ soft skills by Managers Training
provide them with information about communication skills such as
(customer communication, presentation skills, etc.) Human To measure the employees’ Directors resources team engagement, productivity and satisfactory
To control the confession page To train employees To conduct company trip Cultivate
Shared calendar To mark all the special milestones All company’s
within the company (employees’ employees culture
birthday, anniversaries, grand openings, etc.) 10 Company trips
To create chances for employees to All
relax and build rapport with others employees 11
9. IMPLEMENTATION PLAN AND TIMELINE 9.1. Plan and timeline
This internal communication will be applied by the beginning of 2019 and last for a year. Purpose Channel Tactics Duration - Desired Audien Measure- Frequency Outcomes ce ment & Timing Foster Workplace Create a 01 Jan to The page The The admin employees’ confession 31 Dec helps Lab’s of the page engagement page employees workers will make share their sure the problems content of and gain the posts advices or appropriate even make and check suggestions the without the interaction fear of of punishment. employees in forms of comments and reacts every month. Face-to- Rubric for Once at This rubric The The human face best the will help Lab’s resources employee beginning employees workers team will of a understand create a list project what they of criteria and best should do to and staff of become the measure every best employees’ three employee of performanc month for the e. each store company. Workplace Survey January, This survey The The human and is to Lab’s resources December monitor the workers team will engagement create an rate of the eNPS employees survey and compare it over time. 12 Increase Google Distribute Every The surveys The Human productivity Drive Google three will gain Lab’s resources form months employees’ workers team will question- From Jan needs for consider the naire to Dec training or skills they feedbacks need to about make sure leadership they are management. necessary and review their feedback to take suitable measureme nts Face-to- To run Every The training The Managers face communic three programs Lab’s will observe ation months will equip workers the changes training from Jan employees in behavior programs to Dec with the soft and skills of skills they employees need. after they receive their training. Face-to- Recruit Once time The team The Directors of face human at the will help Lab’s the Lab will resources beginning managers workers evaluate the team and team directors in effectivenes taking care s through of their leader visits customers and focus and group every measure the three effectivenes months. s of internal communicat ion. Face-to- Briefings Weekly These The Human face from Jan meetings Labs resources to Dec
are tools for workers people will monitoring send and it will quizzes update the monthly to employees employees with the to check if internal they communicat understand ion the activities company current 13 inside the situation company and have enough information. Cultivate Workplace Create a Jan to Dec The The The human company’s calendar calendar Lab’s resources culture and share helps to workers managers it in remind will check Workplace everyone in if everyone the Lab of knows the special days special days so that they via quizzes. can spend more wonderful moments together. Face-to- Conduct Twice a The trips The The human face company year (Jun will tighten Lab’s resources trips and Dec) the bond workers team will among send workers and feedback create forms to beautiful employees memories. one week after the trip. Face-to- Focus Every The The The human face group three meeting Lab’s resources month will help manage department (Jan to company rs will create a Dec) employers check list understand and make more about sure the its managers employees’ have difficulties appropriate and measures to advantages. support their employees. 9.2. Budget plan
Owing to the need for reducing cost, many of the suggested tools are free. The
following budget plan is a tentative one with approximate numbers for the expenses of
the internal communication tools within a year. Expenses Date Purpose Quantity Price Sum 14 Money prizes After every Best 1 (May 2 mil/project 2 mil project Employee of vary) a project Voucher 200k End of Best staff of 4 times x 6 200k/voucher 4.8 mil available in all March, each stores stores the Lab stores June, September and December HR Employees Monthly Human 2 people * 5 mil/person 120 mil resources 12 months team Travel June and Company 30 200k/person 6 mil Insurance December trip (*) Accommodation June and Company 30 200/person 6 mil December trip Meals June and Company 30 150/person/day 4.5 mil December trip Transport June and Company 30 200k/person/day 6 mil December trip Total: 149.3 mil
One hundred forty-nine million and three hundred thousand Viet Nam Dong
(*) the expense above is only for one day 15
10. MONITORING AND EVALUATION 10.1. Feedforward monitoring
In order to identify the communication problems and keep employees updated
about the news happening within the company, the plan executor will have to do
feedforward monitoring before creating the plan by:
- Conducting surveys to gain insights of the company problems
- Checking reviews of post employees through some website like Glassdoor
- Introducing and explaining thoroughly the new internal communication plan 10.2. Concurring monitoring
During the implementation of the internal communication plan, the human
resources employees in charge will conduct briefings every month to ensure all
employees are on the right track and to sum up what have been done and what need to
improve. Besides, focus groups are also applied to let workers share their thoughts,
difficulties and suggestions for the plan after every quarter of a year. 10.3. Feedback monitoring
- After every project, the employees’ efficiency will be measured by the time
they spend on each project and the quality of their work.
- After every three months, the company will conduct eNPS survey
(Employee Net Promoter Score) to gauge the involvement rate of its
employees. This survey developed by Fred Reichheld, Bain & Co and
Satmetrix shows how much the employees want to recommend their
employer to their friends and acquaintances (Netigate, 2018).
- After the first half of the year, employees at the Lab Saigon will fill out a job satisfaction survey.
- During the year, some small quizzes may be distributed to measure
employees’ knowledge about the company. 16 REFERENCES
Employee Net Promoter Score – how engaged are your employees? (2018, December
19). Retrieved from Netigate: https://www.netigate.net/employee-
engagement/employee-engagement-survey/
Grossman, D. (2018, December 15). How to Create an Internal Communications Plan
in 7 Steps. Retrieved from Your thought partner:
http://www.yourthoughtpartner.com/blog/internal-communications-plan 17