How has the role of internal communication evolved since you started your career, and what key trends do you believe will shape its future?
Effective internal communications has always driven business success, and therefore, its role has never actually changed. What has changed is the perception of the industry and its practitioners.
Covid-19 was a moment in time that really changed the game for those working in internal communications. It was thrust into the spotlight and with employees being scattered and unsettled, internal communications had to become a focus. This had a halo effect on those who held related roles.
The years that have followed the turmoil of Covid-19 have been quite interesting. In some companies and countries, internal communications has retained the same respect and position at the top table. In others, it was ‘demoted’ back to where it was before.
Internal communications often becomes more prominent during an issue or period of change but it needs to be a reliable constant in an organisation, as it is integral to so much – productivity and performance, retention, morale, and company culture to name a few. Practitioners who are able to consistently demonstrate and measure the value of internal communications and the work they are doing will be the most successful.
Why did you choose to pursue a Fellowship?
I have long been passionate about internal communications and an active part of the Institute of Internal Communication (IoIC) for many years. I wanted to be more involved in the direction of the industry as a whole and contribute to its future success, so Fellowship was the clear next step. I am incredibly proud to be able to call myself a fellow of the IoIC.
As an advocate for internal communication, what strategies have you found most effective in demonstrating its impact on organisational performance and employee engagement?
For me, employee retention, performance, and a positive company culture, are the biggest measures of success. The first two are slightly easier to measure… culture is harder to get a true – and objective – handle on. Company surveys are not sufficient; humans crave engagement and don’t want to share their feedback with a computer, they want to have a conversation with a human. I believe the best way to truly get a feel for a company’s culture and whether internal communications is helping to craft a positive culture that people want to be a part of is through informal feedback (e.g. chats at the end of team or all hands meetings) and in some cases, more formal methods such as focus groups.
What has been the most significant challenge in elevating the importance of internal communication within an organisation, and how did you successfully navigate or overcome that challenge?
As I said before, it has previously been the norm that companies don’t pay attention to internal communications until there is an issue or a crisis – when it’s too late. To be able to effectively respond to and recover from an issue, you need established internal communications channels, trusted leaders, and a positive company culture.
That being said, I am pleased to say that nowadays, more and more companies do understand and recognise the importance of internal communications. The challenge at this particular point in time is making sure that we remain a strategic practice, and don’t fall into the trap of being too tactical.
IoIC’s #IChoseIC campaign aims to position internal communication as a career of choice. What advice would you give to someone just entering the profession to help them succeed and grow?
Always think strategically and don’t be afraid to question a brief you’re given. Too often, stakeholders approach internal communications professionals with a specific and tactical ask. Row back, think about what this communication is trying to achieve, who you’re trying to speak to, what you want them to do as a result. Don’t be a yes person; always look at how your work can deliver value for your business.
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