With KANO being a model of customer satisfaction, there seems to be an assumption that this is about communicating to
employees, as though they are customers for communications from
managers. There's surely a risk too that the categories and stratification prejudge the needs.
Downward-only communications systems rarely work, in my experience, for managers only know what they know - figures, trends, costs, aspirations - much of which is either not of interest to employees, or beyond their control. So managers communicate and people try to listen, try not to fall asleep.
Managers don't know what they don't know - and employees often do. They know what works and what doesn't, they know why customers complain, and they're desperate for someone to listen. They know too that problems are often caused by departments throwing problems over the wall. They're told not to report problems unless they have a solution, and know the solution involves managers and their staff working across departmental boundaries, and that therefore nothing will happen and they'll be marked as "complainers." So they say nothing. Good communications should make people feel free to speak their minds, not talked at.
Rather than communicate about communicating with surveys and the like, I'd start communicating with a simple agenda:
- What we want to tell you, especially things that concern you or affect your work;
- What we want to do and need your help and ideas with - and here's how you tell us or give us feedback;
- What questions you have that you'd like answered - we'll get answers to you asap if we can, or tell you why not.
I'd do it with a cascade down through the organization, with feedback from meetings (ideas, suggestions, questions) flowing back up. Oh, and I'd bring donuts to the meetings. Monthly to start with, see how it goes.
Every year or so, I'd bring everyone in the company together and encourage teams to brag about their successes and talk about new ventures. (15 minutes presentation plus questions each).
Just my 2c