Is I.C merely a cog in the propaganda wheel?

By Kelly Dyer, Editor of Strategic Communication Management, Melcrum

“People will always see the internal communication function as an internal propaganda machine”. This was a comment made at the recent CIPR Inside event held at Hill & Knowlton in London. The evening’s topic was actually “Communicating the Hard Stuff” and on this topic the group heard from Katharina Auer, Head of Global Internal and Management Communications for Shell International, Robert Nuttall, Head of Internal Communications for retail chain Marks & Spencer and Janet Croissant, Head of Group Internal Communications at Transport for London.

The group split into three smaller teams to work alongside the practitioner of their choice; a fantastic opportunity for delegates to tap into the speakers’ wealth of experience to gain ideas, which could be taken back to the workplace and applied to issues prevalent in their own organizations.

A number of interesting points were discussed throughout the course of the evening, especially when conversation turned to internal communication in general. But the comment I highlighted above came from Katharina Auer who quoted an ex-colleague of hers in the context of how the internal comms function is perceived.

This point alone could no doubt have stimulated enough discussion for a whole other event. It certainly prompted me to think about the role of the internal comms function and the struggle that practitioners often face in getting employees to fully understand and appreciate the point of their existence beyond the cliché of arranging parties and writing newsletters. But is there any truth in what Katharina’s ex-colleague said? Is the struggle for authenticity ultimately futile? And is the internal comms department the place where truth can be sought or is it better to listen to news as it materializes on the company grapevine? I’d be interested to hear your thoughts.

Comments

[Annie Waite]

Was Katherina referring to how the internal comms function was perceived by the public, or by other internal functions of the business?

It's an surprising point, as a lot of the recent feedback we've had from internal communicators in general (for example, on the most recent Hub member survey in Spring 2007), suggests that IC is getting more recognition as a key employee engagement driver, and more and more internal communicators are citing an increase in the CEO's respect for and interest in the IC function in relation to this.

Same goes for what CEOs themselves have implied - the recent CEO research report in particular has more information. (http://www.internalcommshub.com/open/news/ceoreport.shtml)

[Rick Spratley]

Yes, I believe that Katharina's point that some employees' perceptions of their own Internal Comms department as the Ministry of Propaganda is accurate. This perception probably varies quite a lot between different organizations and industries.

You’re friends probably belong to both groups the skeptical and the enthusiastic.
The skeptical friend lowers her head when she's asked where she works and she's quick to tell eveyone “it’s only temporary”.
The enthusiastic friend beams with pride when discussing his job. She invites you on outings with her coworkers and she is checking the company job listings to bring you on board.

Authenticity isn’t futile. An organization that hasn’t been open, honest and transparent in the past will have to begin slowly to establish trust and build rapport with its employees. Employees realise the IC department works for the company and has a distinct point of view, but it isn't 'what' is communicated but 'how' that makes the difference.

Like any change process, transforming employee perceptions is a building process that can’t be rushed. Annie is correct the IC department is the key engagement driver.

The IC department needs to be an honest broker and a two way conduit between management and employee. The CEO report Annie mentioned does show a major shift in CEO attitude towards the IC function as being integral to business strategy and ultimately the bottom line.

[Mark Jefferson]

There's definitely some truth in the quote judging by my experience. But like it or not, propoganda is an essential and unavoidable aspect of internal communications. We are in the business of promoting the company line. In some situations, we are prevented from portraying a balanced view on issues by our key stakeholders; in others, we collude in the deception. I think the romantic view of IC as an impartial conduit between management and staff is far from the reality of most IC teams. As ideal as that would be, there's just no room for it in the business case.