The ultimate aim of any HIV/Aids communication programme is to change behaviour. But few companies realise just how complex this task is.
"Companies tend to direct communication at people without proper research into their needs or unique perspectives," says Centre for Aids Development, Research & Evaluation head Warren Parker. "The result is that companies become frustrated when they implement Aids programmes and nothing changes."
Parker, who is the co-author of Communicating Beyond Aids Awareness: A Manual for SA, says companies need to recognise that human behaviour is shaped by interpersonal, cultural, social and economic factors.
"Behaviour and social change are long-term processes that take place over years," he says.
"Communication activities need to be planned over the long term and there has to be careful consideration of the provision of resources and communication messages."
SA Business Coalition against Aids CEO Brad Mears says communication must be consistent.
"It can include everything down to the body language that managers use when they communicate with workers," he says. "A manager who says he'll protect HIV-positive workers, but whose body language is aggressive, can send out confusing messages."
He says that before companies start to communicate with workers, they must ensure that they have the budget to continue with an Aids programme over the longer term.
Linking communication to ground-level resources is vital. "Convincing people to discover their HIV status is pointless if they are unable to access voluntary counselling and testing," says Mears.
Companies can first undertake a knowledge, attitude and practice survey to determine what communication strategies need to be put in place.
"In a company where HIV infection is the biggest concern, the communication strategy could aim to change levels of awareness or encourage voluntary counselling and testing," says Parker. "But where many workers are already ill, a company could focus on communicating how workers can access treatment and support."
Once objectives are set, the company can choose which media will be best suited to get the message across.
Mass media such as radio, TV, print and outdoor advertising provide awareness-orientated information. But this is often expensive and companies have less control over the meaning they wish to create.
"On its own, mass media does not bring about change," says Parker. "It mainly provides a communication backdrop."
Other communication mechanisms such as pamphlets, posters and T-shirts help to spread the message, Parker says, but interactive communication has had the most success in changing workers' behaviour.
"Communication that involves dialogue and participation contributes more favourably to behaviour change through supporting activities at grassroots level," says Parker.
Research suggests that in spite of good levels of knowledge and awareness of HIV/Aids issues, individuals still have specific questions related to their own situation that remain unanswered.
By providing and promoting services such as counselling, help lines, panel discussions, theatre or workshops, companies can help to provide workers with a forum where debate and discussion are encouraged.
