What do the findings of the 2012 Edelman Trust Barometer mean for internal comms?

by Luke Dodd, Features Editor, Melcrum

Arriving at Edelman's head offices on Victoria Street, central London this Tuesday morning at 8am, I was greeted by a waiter offering me a freshly brewed coffee and a bacon roll – not a bad start to the day, I'm sure you'll agree.

I had been invited to the launch of the 2012 Edelman Trust Barometer, an annual global study that questioned 30,000 people in 25 different countries, the results of which reveal the state of trust in business and institutions.

Before the launch itself took place, I met up with Nick Howard, director of employee engagement at Edelman and quickly asked him a bit more about the Trust Barometer and the importance of trust in the current business climate:

Following the morning's refreshments and networking, we took our seats ready for the unveiling of the results. These were delivered jointly by Richard Edelman, president and CEO, Edelman and Ed Williams, Edelman's UK chief executive. There was also a stellar panel on hand to discuss the findings including Anne McElvoy, The Economist; Camila Batmanghelidijh, Kids Company; Caroline Daniel, FT Weekend; Amanda Platell, Daily Mail and the Rt Hon Tessa Jowell.

Globally, blame for the financial and political chaos of 2011 landed at the doorstep of government, as trust in that institution fell nine points to 43 percent. In seventeen of the 25 countries surveyed, government is now trusted by less than half to do what is right. In twelve, it trails business, media and non-governmental organizations as the least trusted institution.

"Business is now better placed than government to lead the way out of the trust crisis," said Edelman. "But the balance must change so that business is seen both as a force for good and an engine for profit."

Although globally business experienced fewer and generally less severe declines in trust, it has its own hurdles to clear. Overall, trust in business fell from 56 percent to 53 percent, with countries like France and Germany, in the heart of the Eurozone economic crisis, experiencing double-digit decreases.

Meanwhile, CEO credibility declined from 50 percent to 38 percent, its biggest drop in nine years. In South Korea and Japan, it dropped by 34 and 43 percent, respectively:

In Japan, the site of last March’s earthquake and subsequent nuclear disaster, trust fell severely in three of the four institutions including government (down 26 percent), media (12 percent) and NGOs (21 percent).

Areas for internal communication to address

It was reported during proceedings that the most trusted resource within an organization is the average employee (60 percent). This undoubtedly underlines the importance of peer-to-peer communication as well as employee "champions".

We also heard how the average person needs to hear a story three to five times from different sources before they believe it. An indication that using a variety of channels to deliver a comms message across your company is a smart move!

Trust in social media and the internet has increased. Maybe consider this fact when looking at company transparency – employees can discover news about your organization from external web-based sources, and will believe it.

It was discussed that working in a low-trust environment may be something we need to permanently adjust to. Look at your organization – in a distrustful society, how can you create a comms strategy that recognizes and adjusts to this state?

To view the various tweets from the day, type in #edeltrust2012 on Twitter.

 

Until next time,

Luke

 

PS. For further information on issues of trust in internal communication, click the links below:

How to help leaders rebuild credibility and trust

OPINION: Communicating and rebuilding trust in the finance industry

Promoting trust and change to a hard-to-reach, unionized workforce

 

What language are you speaking?

By Tanya Batra, Melcrum

Consider the following questions:  

How well do you know your internal audience?
How long have they been employed at the organisation?
Who do they trust?
What are their frustrations and concerns?
Do they use social media outside work?
What’s their motivation for coming to work?

   
If you don’t know the answers, it’s unlikely that you’re speaking the same language as your audience.

Far too often, and for many and varied reasons, the importance of really knowing our audience is overlooked, and a one-size-fits-all approach is wheeled out yet again.

And while the increase in comms channels now available to us can create the illusion that we’re successfully reaching out to and communicating with all of our employees, the reality is that it’s just more likely that our messages will be lost in the fierce competition to gain an audience’s attention.

The simple fact is that our communications should be tailored, targeted and relevant in order to resonate with our audience. And yes, while it does require an investment to establish an understanding of the different segments and preferences within your audience, the alternative has a far greater cost.

  
Psychoanalysis(!)
One possible approach to segmentation is to focus on attitude and motivation, and leverage them to create an understanding of what drives employees in your organisation, how they feel about the company and in turn, how best to communicate with them to achieve your desired outcome(s).

Brainwaves Consultancy takes just such a psychological approach through Personal Construct Psychology, working on two key assumptions: 1) that we are a product of our experiences, and 2) that our perception of the world is revealed in what we say. 

The research methodology involves asking employees a series of questions around a specific topic. Based on their responses, employees are categorised into segments, each of which has a distinct preferred method of communication that can then be utilised.

  
Sound interesting?
In our Mastering Audience Segmentation report, we published a case study with Sainsbury’s and Royal & Sun Alliance around the use of this methodology. If you’d like to read more you can download a copy of the full case study here: http://bit.ly/wko0RX

The concept of audience segmentation is also covered in The Internal Communication Black Belt 1 Programme.  

Under the guidance of our expert trainers, attendees discuss a range of influential theories of segmentation, learn how to effectively build an audience profile and identify the most appropriate method of segmentation for their organisation.

Black Belt 1 covers a host of other core IC areas too - visit the website to view the full course overview and learn more about the programme.

Some closing thoughts on internal communication

Mike Berry, Head of Content, Melcrum

After 16 months as Head of Content at Melcrum, I’m leaving for pastures new. As such, I thought I’d offer up some closing thoughts on the hot topics as I see them for internal communicators. This is not an exhaustive list by any means, or ranked in any particular order, but just some of the areas that I think practitioners need to keep front of mind.

EVP
The latest three-letter acronym on the block is EVP – employee value proposition. But it is much more than just the latest buzzword. In simple terms, it’s “the deal” between the organization and its employees; what each party expects from one another. Unquestionably this relationship has changed in recent times as companies struggle to navigate the choppy economic waters, so if you’re not defining and articulating your EVP, there’s a fair chance your employees are putting their own spin on it. Towers Watson’s latest research shows a strong correlation between those companies with high communication effectiveness and a clearly articulated EVP.

Managers
Line managers remain the most critical channel for communicating with employees. They’re frequently cited by staff as their most trusted source of information, they know how people have reacted to issues in the past and how they’ll probably respond in future. But this responsibility is not easy and is something the majority struggle with. Training and coaching managers to become better communicators and ensuring they’re equipped with the right tools and support to do that is absolutely key to effective communication; it’s where practitioners can add the greatest value to the business.

Digital workplace
As obvious as it might sound, this encompasses so much more than just communicating and engaging with remote or flexible workers (although that is part of it). The digital workplace has big implications in terms of organizational culture, employee behavior, what role technology plays, the notion of collaboration and physical locations. Organizations that get ahead of the curve on this will have a major competitive advantage, as it offers a more productive, innovative way of doing business.

Integrated communication
Over the previous decade, there’s been a fight to establish internal comms as a professional discipline in its own right. But now, with social media blurring and crashing through organizational boundaries, IC has to embrace greater integration. In an article for SCM journal last year, (sub) Bill Quirke says communication functions are integrating on a range of fronts: across disciplines, geographies, corporate centers and business units. “Playing as part of an integrated team means internal communicators have to raise their game,” he says. “They have to be at least as good as their colleagues in other communication disciplines.”

Mobile enterprise
Mobile is changing everything, including what employees expect from internal communications. By 2013, it’s predicted that mobile will replace PCs as the most common device to access the web. As employees increasingly see rapid improvements in their mobile user experiences outside of work, they’ll demand it from their organizations as well. Companies realize that by allowing a mobile way of working they help employees not only become more efficient but also allow them to perform more of their tasks closer to the customer. However, being truly mobile is not just about being reachable by phone: it’s also about being able to access messages and corporate data when needed and not being tied to one particular device.

Gamification
Gartner suggests that by the end of this year, the majority of the top Fortune 500 organizations will be using gamification – or serious gaming – in training, and by 2015 more than half of organizations will gamify their innovation processes. Games offer instant feedback about progress, can engage and motivate people, encourage collaboration and facilitate problem solving. We’ve already seen several creative examples – from ethics training to rewarding employee ideas; it will be interesting to see how gamification is integrated into the communication mix.

Professional development
Getting to the status of “trusted advisor” is akin to the Holy Grail for the majority of the profession. Melcrum’s Key Benchmarking Data for Communicators 2011 research (sub) shows there is a greater focus on developing the strategic and consultative skills that will help achieve that goal, rather than the tactical and core skills of the traditional communicator. Working with and supporting leaders, measuring the effectiveness and impact of communication activities, strengthening the internal brand, strategic planning – these are the skills that will enhance the function’s credibility and position internal communication as a key strategic player.

More with less
Achieving more with less (or at least no additional) resource is the new business reality. As Western economies struggle to return to sustainable growth and leaders continue to scrutinize every aspect of their operations, there will be more focus on what value, specifically, internal communicators provide. This means more reviews of the function with the aim of increasing effectiveness and reducing costs. Making sure you’re fit for purpose and measuring the effectiveness of what you do becomes essential.

What do you think of the list? Are there any that should be added? As I depart, all that remains is for me to wish you all good luck with the challenges that lie ahead.

Merry Christmas from Melcrum!

by Luke Dodd, Features Editor, Melcrum

Hi everyone,

It's that time of year where we're all starting to relax and prepare ourselves for over-indulgence and festivities.

But, before you sign off for the year, take a moment to have a look at our top five most popular articles of 2011 – consider it an early Xmas present from Melcrum:

1. A definitive framework for internal communication

2. Six key rules for engaging your customer facing employees

3. TOP TIPS: A five-step formula for calculating communication ROI

4. Creating an internal communications strategy from scratch - where do you start?

5. The Tube: An intranet that empowers employees

As a parting note, thank you for taking the time to read the Melcrum Blog over 2011 and we hope you continue reading in 2012. Please get in touch if you have any suggestions on what we should cover and any hot topics we have missed.

Merry Christmas!

Luke

Creating a thirst for communication measurement

Mike Berry, Head of Content, Melcrum

The December / January issue of Strategic Communication Management journal is packed full of content that will help you in your day-today role, as well as giving you plenty to mull over during the festive break.

Fiona MacAllan, winner of the SCM Award for Leader of the Year, explains how she has put a performance measurement structure in place at Nationwide, creating a thirst for communication evaluation across the organization. It’s an impressive case study (sub) and certainly some of the best work on measurement we at Melcrum have seen.

Continuing the measurement theme, the article on measurement and storytelling (sub) gives some sound advice on how to make the most of your data and get leaders’ attention.

World-renowned management guru Jim Shaffer graces the pages of SCM, writing exclusively on the role of communication during Lean transformations (sub). To make the performance improvements gained from Lean stick, an integrated cultural-technical approach is required – and communication is critical to that, he argues.

The issue also has articles on visual thinking and how some organizations have successfully used maps, story walls and graphics to great effect, as well a guide to strategic planning. Our profile interview this month is with Katharina Auer, head of internal communications at Rio Tinto.

If you don't see a regular copy of SCM journal, visit Melcrum's subscription page to find out the benefits.

8 tips for communicating with employees during the economic downturn

Global consultancy Mercer has highlighted eight tips for leaders communicating with employees during the ongoing economic uncertainty to help bolster morale and engagement.

Our research here at Melcrum has consistently shown that open, honest and regular communication with your workforce is the best way to reassure staff and instil confidence in the organization. Leaders have a crucial role to play in this. Alongside these tips, Melcrum has a free report Communicating During Economic Downturn available for download (PDF).

1. Throw out the rule book. Conventional wisdom says: “when you have nothing to say, say nothing.” In this new world of semi-permanent uncertainty, to a large extent the opposite is true. Whilst you may have nothing to say, tell your employees that and given them a timeline for further information.
2. Don’t assume that you have control. Long gone are the days when CEOs could control what employees read or heard about their company. The internet, 24 hour news, blogs, instant messaging provide instantaneous worldwide communication which means employees may know things about your company almost as soon as (or even before) the management team.
3. Tell employees what won’t change. Use the core foundations of your business as a way of instilling confidence in employees. Let them know that, while markets may be in a maelstrom, your core values will not change.
4. Be honest about what will change. Address employees’ concerns head on and acknowledge what may happen in the future.
5. Describe positive outcomes. Be clear about the things that employees can do to make a difference. The things that will keep the business going, maintain cash flow, keep expenses down and retain customers. Employees should be given a 10 point action plan of the things that should be on their minds every day.
6. Make all managers communication leaders. Surveys to determine who people trust as a source of information continue to show that authority figures (including CEOs) are rated some way below ’people like me’. Use this to your advantage.
7. Educate your employees. Employers can help them understand what’s happening – and reduce their uncertainty – by providing basic education in financial matters. You can also give them Q&As that include points about how the company is affected by the market conditions.
8. Walk the walk and talk the talk. In a time of uncertainty and change, leaders don’t just communicate the message verbally; they are the message and demonstrate that through the way they behave.

 

Facing the future of internal communication at SCM's UK Summit 2011

by Luke Dodd, Features Editor, and
Nishwa Ashraf, Assistant Editor, Melcrum

"The Future for Internal Communication" was the theme of the SCM UK Summit 2011, held this week on 12-13 October at the Jumeirah Carlton Tower, London, and featured some truly forward-thinking best practice presentations, lively discussion and encouraged knowledge-sharing.

Rebecca Richmond, group director of research & content, Melcrum, chaired the two-day event that also saw delegates enjoy strong case studies and high quality networking opportunities with other senior-level communicators.

DAY 1

On the first day of the Summit, David MacLeod, chair of the Government sponsored employer-led taskforce on employee engagement, and Nita Clarke, director, Involvement and Participation Association (IPA) and vice chair of the MacLeod Review, highlighted the importance of making employee engagement a priority in the workplace while also making sure the commercial needs of businesses are met. They also encouraged communicators to engage their employees in company strategy through innovative methods as, when presented with company strategy, people don't always associate it, or relate it, to what they actually do in their every-day work routine.

A strong theme over the two days was around the use of emotive video, which was a major focus of Siemens' joint presentation with The Edge Picture Company. Claire Jarvis, director of communications, Siemens and Pete Stevenson, owner & executive producer, The Edge Picture Company, spoke about how, by collaborating together, they wanted to ensure employees were at the forefront of innovation through the use of video. They cemented the point that video was the distillation of the company brand and that film can close the gap between brand promise and employee actions. They both agreed that visual storytelling was the chance to grab your audience and an opportunity to make your message stick. When questioned on the issue of a multi-language audience and how to combat this issue when producing a video, the duo believed that less is more and advised to make the visual as simple as possible - sometimes no spoken word is needed.

Closing the first day, the panel discussion was centered around whether internal communication can transform an organization and was moderated by Richard Veal, head of communication & change management, EMEA, Towers Watson. The panel consisted of Rebecca Hilliard, manager, group internal communications, Shell; Niall Ryan, head of internal communication & employer brand, Harrods; Simon Garcia, head of global communications, Gazprom; Will Foy, head of internal communication, NHS Blood and Transplant; and Victoria Mellor, founder and CEO, Melcrum. One question discussed was: "Is there a risk of IC being drawn in and being the 'voice of the people'?"

Mellor said that she believed this was, actually, a great advantage and that the function of internal communication was to ensure the employee voice was heard. Hilliard agreed that, ultimately, communicators were the representatives of the people and Ryan stated that this action was hugely important in shaping company culture at Harrods. Meanwhile, Foy revealed that his organization was currently reviewing its Employee Value Proposition. Another question posed was: "Does internal communication need a rebrand?" Foy believed that internal communication did not need a rebrand but needed to go back to basics, while Hilliard believed that change communication needed to be defined and seen as part of internal communication, not as a separate entity.

DAY 2

The second day maintained the high energy and momentum of day one. The morning heard speakers Nalin Miglani, chief HR and communication officer, and Phillippa Brown, employee communication manager, Tata Global Beverages, describe how they used a period of change at the organization as a catalyst to create a corporate culture that is now owned and evolved by employees at every level. Launched in 2010 in a bid to engage employees and increase innovation and collaboration, the Think BIG initiative was a "Dragon's Den" style competition, which encouraged employees to put forward new ideas and products to ensure the future success of the business. The campaign proved successful; making a significant contribution to the team's strategic innovation agenda and goals; generating more than 1,300 new ideas; as well as helping people feel part of one global organization and engaged in their company's future.

SSP UK's Paolo Peretti, national operations director - rail, and Jenni Wheller, internal communications manager, continued on the theme of employee engagement, connectivity and collaboration. Having over 60 brands and 10,000 people, of which 80 percent are non-wired, the challenge for IC was trying to reach a workforce they had no direct access to. The solution, revealed Wheller, was a news intranet platform that generates communication for offline employees. "The Hub" allows end users to tag content that is relevant to their brand or a division, for example; a unit manager for Upper Crust is able to tick boxes of content they want to see on the home page, such as news about their own brand and global news. This creates a weekly e-zine, which is generated into a PDF that is then distributed to frontline employees, giving employees from all levels an understanding into what's happening in the business.

Finally, Fiona MacAllan, head of internal & change communication, Nationwide Building Society, and winner of Melcrum's Leader of the Year 2011 award, delivered an engaging session on how the internal communication team at Nationwide increased their KPI scores for leadership communication effectiveness, project communication effectiveness, client satisfaction and employee satisfaction, by creating line of sight from the business strategy to the IC strategy and building a measurement framework.

Why bother with measurement? MacAllan stresses three reasons:

• It builds great credibility for you and your team;
• It justifies your team, your budget;

And most importantly…

• ...No one can argue with hard facts.

 

Hope to see you all next year!

Luke and Nishwa

The death of a visionary leader - how can communication cope?

by Luke Dodd, Features Editor, Melcrum

Steve Jobs, founder and former-CEO of Apple, died this week at the age of 56 after a long battle with cancer.

When such an influential figurehead and leader dies, what is the correct protocol for the organization to follow? How can we, as communicators, support the needs of a company that has lost its leader?

In the case of Apple, the important first step was to ensure employees were notified in a respectful and straightforward manner.

Tim Cook, who took over from Jobs as CEO in August, sent an email to employees announcing that Jobs had passed away and invited staff to send in their reflections on his influence in the company. Here's what he wrote:

“Team,

I have some very sad news to share with all of you. Steve passed away earlier today.

Apple has lost a visionary and creative genius, and the world has lost an amazing human being. Those of us who have been fortunate enough to know and work with Steve have lost a dear friend and an inspiring mentor. Steve leaves behind a company that only he could have built, and his spirit will forever be the foundation of Apple.

We are planning a celebration of Steve's extraordinary life for Apple employees that will take place soon. If you would like to share your thoughts, memories and condolences in the interim, you can simply email rememberingsteve@apple.com.

No words can adequately express our sadness at Steve's death or our gratitude for the opportunity to work with him. We will honor his memory by dedicating ourselves to continuing the work he loved so much.

Tim”

It is evident from this message that Apple wanted to assure employees that the company culture would not change following Jobs' death and that ensuring the company remained at the top of its game would be a fitting tribute to his memory.

What people are saying

However, analysts and tech industry watchers have said his absence will undoubtedly be felt at the company he co-founded.

Michael Yoshikami, founder of YCMNET Advisors, told US television company CNBC: "I don't think it's a stretch to say that many people did buy Apple products because of the faith in the vision that Steve Jobs has put out…. and when that visionary falls away, then the company is judged more harshly. It's just inevitable."

According to brand specialist Mike Amour, CEO of Project: WorldWide Asia Pacific: "If the Apple culture, vision and product remain consistent, then Jobs' extraordinary legacy will live on and the company will climb to even greater heights of creativity and innovation."

Gene Munster, senior research analyst at Piper Jaffray's, who has been covering Apple for years, told CNBC that while Jobs’ death does not change his view of the company, one thing is clear: Jobs was very important to the culture at Apple.

In this kind of situation, it is important for internal communication to ensure that the business is kept moving forward, but to also acknowledge the influence of the past. Apple's plans for an up-coming employee celebration of Jobs' life should lift morale, which will be essential with the company growing and moving forward into different areas – such as television.

On a parting note, we can see that Steve Jobs' premature death has been unique in the effect it's had on the public and the way it's shown leadership can transform a company into a cultural phenomenon.

Recent articles on the Internal Comms Hub that focus on leadership include:

Driving communication his way at Volvo, a look at the career of Charlie Nordblom, vice president, strategic internal communications at Volvo Group, Sweden;

What do we look for in a leader?, an article on how to adapt to a leader's communication style and turning it to your advantage;

How to help leaders avoid communication sins, looking at how to help our leaders avoid common pitfalls when it comes to communicating to employees.

Until next time,

Luke

Ten reasons why you can’t afford to miss our 10th anniversary!

By Tanya Batra, Melcrum

The 10th Annual Strategic Communication Management Summit takes place in just two weeks! And for those of you who haven’t booked your place yet - here’s ten reasons why you really can’t afford to miss out...

1. Future foresight - be in the know
We all want to know what’s around the corner. And while predicting the future is a challenging and unenviable task, having that foresight means we can plan ahead and make provisions to not just meet future challenges, but to successfully overcome them. This year our focus is on the future for internal comms, and the Summit is set around four key trends set to shape the business world over the next 3-5 years.
 
2. SCM Summit legends pack
As well as lots of new inspiring ideas, you’ll also receive an SCM Summit Legends Pack, containing a handpicked selection of case studies and opinion pieces from past Summit speakers - available exclusively for delegates.
 
3. SCM Awards
The SCM awards dinner takes place on 12 October, the evening of the first day of the Summit, so after a day of inspiring case studies, relax and enjoy a drink with fellow delegates at the champagne reception before sitting down to a three-course meal and an evening of surprises and entertainment, as we announce the winning entries. 

4. All bases covered
Our programme leaves no stone unturned. It covers up-to-the-minute issues facing communicators across industry, as well as fresh, cutting-edge approaches to recurring challenges: line manager comms, the digital workplace, measurement, employee value proposition (EVP), agile working, communicating with a global workforce, CEO comms, ROI and cost efficiency, culture and behaviour, employee engagement and intranets.

5. Trusted by many
Benefit from over 15 years of Melcrum’s research with Fortune 500 companies to share examples of best practice and emerging trends set to shape our industry. We’re the trusted source of advice for senior level communicators at Global Fortune 100 and FTSE 100 largest organisations, so you can be sure you’ll be in expert hands.  

6. Unrivalled benchmarking and networking opportunities
with fellow IC professionals from across industry facing the same challenges as you, in a practitioner-focused environment. Delegates already registered include those from RBS, Rolls Royce, Nationwide Building Society, Essex County Council, HSBC, GE Capital, Centrica, Adidas, BP, Orange and Shell, and many more. 

7. Expert-led panel discussion on “The Digital Workplace”
with senior reps from Yammer Inc., Microsoft UK and the Intranet Benchmarking Forum (IBF) who will address your questions and key challenges around the digital workplace, it’s evolution and role in IC strategy. 

8. Macleod and Clarke
As IC rises to the top of the national agenda, we’re keeping you at the forefront. David MacLeod and Nita Clarke, two names truly synonymous with the words employee engagement after their hugely influential report to government in 2009, will present a keynote session on day one, providing exclusive first-hand insight to their next steps, the launch of a new government sponsored employee engagement taskforce.

9. Diverse, refreshing and inspiring 30+ speaker line-up
With over 30 speakers, this year features our largest speaker line-up to date. Over just two days, you’ll hear from top-level communicators from a broad range of organisations who’ll provide in-depth insight into the work they’re doing. You’ll hear case studies from senior leaders at Nationwide Building Society, Ericsson, NHS Blood and Transplant, eBay Europe, first direct, Harrods, TUI UK & Ireland, Tata Global Beverages, Chartered Management Institute and many more.

10. And our final reason?
This year marks the tenth anniversary of the UK Strategic Communication Management Summit, and to celebrate, we’ve gone all out to make this event as exciting, inspiring and valuable as possible. It’s more than just a conference, it’s an annual meeting of the best minds and leaders in IC - make sure you don’t miss out. 
 
Full programme and booking information available at:
http://melcrum.com/scmsummit_2011/index.html

MacLeod and Clarke on employee engagement - the next chapter

By Tanya Batra, Melcrum

I’ve no doubt you’re all familiar with the names David MacLeod and Nita Clarke, which have fast become synonymous with the term "employee engagement" following their hugely influential report to government, "Engaging for Success", in 2009.

 

When findings from this report revealed the forcibly strong correlation between engagement and business outcomes, the resulting recommendations gained political and national attention, and support for the implementation of initiatives to address the state of employee engagement in UK organisations.

 

In a keynote session at our 10th Annual Strategic Communication Management Summit this year, MacLeod and Clarke will be discussing next steps following this report, including the recently launched and government backed "Employee Engagement Taskforce". And in light of their upcoming presentation, in last week’s poll we asked you:

"Does your organisation fully understand the direct connection between employee engagement and business performance?"

8% Yes, employee engagement is all our CEO talks about.
31% We’re definitely getting there and IC is heavily involved in developing a strategy to link the two.
29% Somewhat, but senior leadership is working with HR on this rather than with internal comms.
32% No, there’s a long way to go before anyone truly understands this link.

The results are hardly surprising and mirror the views and concerns expressed by MacLeod and Clarke in a recent interview published in our SCM Journal. The duo believe they still need to keep making the case for employee engagement and maintaining dialogue:

"The numbers are still disappointing for those who are engaged and the number of organisations who are really maintaining employee engagement… without engagement, you will not be able to meet challenges. Internal communication plays a large part in employee engagement - good communicators make sure the lines of communication are completely open".
  

MacLeod also expresses concern for those organisations still attempting to manipulate productivity and potential in employees through financial reward, especially given the financial constraints most organisations are experiencing post-recession. While people want to earn, bonuses act as little more than short-term motivation. Organisations must instead take a more holistic view towards engagement in order to generate emotional commitment with a transformational impact on business results - one that sees employees offering more of their capability and potential “willingly”.

Get this right says MacLeod, and when times are tough, employees will see themselves as part of the solution, as "saviours" rather than "victims" bearing the brunt of the problem when their bonus doesn’t come through. 


This was the exact approach taken by the IC team at eBay Europe when they faced a downturn in business results and therefore required higher levels of productivity and innovation, but had no money to throw at the problem. They reversed the cause and effect relationship and instead boosted employee engagement levels at a critical time to drive business results, a decision which saw the company return to double-digit growth in just two years.

Continuing this theme, a key focus of MacLeod and Clarke’s presentation will be -

"To what extent does it fall under the remit of IC to ensure employee engagement is a priority when delivering against the demands of the business?"


And with 29 percent of our poll respondents stating that senior leaders are partnering with HR on employee engagement initiatives rather than with IC - given the fundamental role played by IC in maintaining employee engagement – it’s clearly an area that needs addressing. 

 
They’ll also be sharing results from their research on what’s happening in other organisations, and the perspective of CEOs and other business leaders on employee engagement in the broader context of success in their organisations. Joining them at the Summit on day one will be Tobias Huebscher, senior manager internal communications and Richard Davies, employee communications consultant Europe at eBay Europe, who will discuss their employee engagement success story and it’s major contributor, the creation of a "European Team Brief", which has impacted over 500 staff across 11 countries.

  
To view the full programme for this year’s SCM Summit, taking place on 12-13 October 2011, visit the website and download the brochure.