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The panel debate on day one of the conference left internal communicators pondering whether communication is too important to be left to them. Ben Page, managing director of Ipsos MORI Public Affairs, made the comment but he wasn’t the only person in the panel of four to question our role, reports Alison Harmer. Geoff Walker, chief executive of Sandwell Community Caring Trust, also sparked debate by saying the first action he took when introducing a new way of communicating and engaging with people was get rid of the human resources and internal communications departments. 
He added that it was right for his organisation, but may not be for others. “HR and internal communications had become detached from the organisation and become a line to their profession,” said Geoff. “They were court jesters who had the power to get access to the king, but they got in the way of the relationship between managers and the workforce. My organisation cares for disabled people – we do not do it directly but we have to align ourselves with that. Business does not run on policy, practices and strategy, but human relationships.”So as managers are encouraged to communicate better, where does that leave our role? The panel – which also included Susan Clews, director of knowledge, Acas and Penny de Valk, chief executive of the Institute of Management – agreed that we have to become psychologists – in Ben’s words, the “grand vizier rather than the court jester.” Delegate Steve Knight of Knight Train & Consult responded that internal communicators needed to go one step further and aim for emperor. He asked the panel: “Why do finance people become CEOs and communications people never get there? If internal communicators are good they should aspire to the top job, but we have got to upskill, to use that awful word, and make sure we understand balance sheets and how businesses are run.” Geoff agreed the way forward was finding the right people who are good communicators and good “people people” who you can teach how to look at a balance sheet. Another key issue discussed by the panel was communicating in a downturn and building trust with staff. Delegate Andrew Parsonage asked Penny de Valk about vision versus reality, citing Barack Obama reneging on promises made about Guantanamo Bay to the American people. “He’ll not be able to solve every problem in the world,” said Penny. “All relationships atrophy unless you invest in them.” Talking after the session, she said the challenge for internal communicators was adding value by being good business people – understanding the economic and customer environment and what it will deliver to employee satisfaction. “Skills from media experience and understanding tone needs to step up in to what will the business benefits be,” Penny added. I think that’s where Steve Knight came in. Alison Harmer is an award-winning journalist and editor specialising in print and online corporate publications. Her services include writing news and features, sub-editing and proof reading, communications consultancy and PR. For more details see www.harmereditorial.co.uk
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