Institute of Internal Communication

Organisations should redouble their efforts on internal communication during uncertain economic times rather than putting it on the backburner warns the British Association of Communicators in Business(CiB).

Faced with difficult economic conditions, businesses may feel that internal communication is the least of their worries. However, failing to engage staff during challenging times can have a devastating impact on motivation levels and performance.

When the situation starts to improve, organisations that have not given sufficient attention to this issue may find that recovery is slower because of the lasting negative impact on staff loyalty and engagement. In addition, valuable staff who stayed put during uncertain times may be more inclined to move on as soon as the employment market becomes more buoyant.

There are a number of simple steps that can help organisations to minimise stress for employees and ensure that they feel as positive as possible:

• Explain the direct impact of the current economic situation on the industry in general and your organisation in particular, and the types of action you will need to take to weather the storm.
• If redundancies, restructuring or budgetary cuts are likely, it is better to tell staff as soon as possible along with the reasons and the time-scales for decision-making, rather than delaying announcements.
• Remember the importance of supervisors and line managers in delivering important information and receiving feedback. Data suggests that employees have greater trust for their immediate line manager than those higher up the organisation.¹
• During uncertain times, staff need more information. If there are long silences, they will come to their own conclusions, so ensure there are frequent opportunities to communicate with staff and receive feedback.
• Leaders need to be highly visible and credible.
• If inaccurate information is being spread either internally or externally, move quickly to correct misconceptions.
• Co-ordinate internal and external communications. Employees should always be the first to hear the organisation’s news.

CiB chairman Paul Brasington comments ‘With pressure on all budgets, internal communication too often has looked like a discretionary cost that can be cut without obvious pain. But the opposite is true, and the long term impact can be very serious. It might be necessary to review particular initiatives, but you have to ratchet up your commitment to engage with staff.

‘People are usually mature enough to understand bad news. The worst mistake is to say nothing. But equally there has to be action as well as words. No amount of communication will cover up poor behaviour. Managers must develop honest and sustainable strategies to cope with recession and communicate them energetically.’

¹  A survey undertaken by CiB in 2007 revealed that 70% of respondents trusted their boss, but the figure dropped to 40% for the boss’s boss and 33% a further rung up the ladder.

ENDS

Press enquiries:

Catherine Park, CiB                                        Tel: 01908 313755  / 07957 999725

Notes to editors:

1)Further information on these and related issues is available in the Knowledge Bank at www.ioic.org.uk

2) The British Association of Communicators in Business (CiB) is Britain’s leading association for professionals in internal communications. We have over 1,100 members, a powerful network of practitioners leading change and inspiring success for the UK’s best organisations, public and private, large and small. 

CiB was formed in 1949 as the British Association of Industrial Editors and changed its name to the British Association of Communicators in Business in 1995 to reflect the wide range of disciplines demanded of its members. Members come from a variety of backgrounds and CiB provides a place to share common concerns and best practice.

The association has five key objectives:

·         Convincing organisations of the importance of effective internal communications.

·         Maintaining standards of communications practice and delivery.

·         Enhancing the professional standing of our members.

·         Promoting the regular exchange of ideas and experiences within a network of internal communicators.

·         Developing the management and technical skills of our members.

CiB provides seminars and workshops regionally, stages a national conference, runs the largest competition for internal communications in Europe, offers training and professional development possibilities, supports a large knowledge bank, has an active freelance section and offers a tax and legal helpline. 

Further information is available at www.ioic.org.uk