1) The document discusses how internal communication can drive employee engagement through three key areas: the employee's relationship with their line manager, providing employees with line of sight within the organization, and creating two-way communication channels.
2) Examples are provided of companies that have successfully implemented strategies in these areas, such as defining communication competencies for managers, educating managers to improve communication skills, and using new technologies to facilitate two-way dialogue.
3) Research is cited showing that higher employee engagement leads to improved business outcomes like increased revenue and profits. Internal communication can influence engagement drivers and act as an early warning system for companies.
What 2016 (and beyond) holds for Internal Communications.Trefor Smith
Here is our annual guide on what we think are the areas and trends Internal Communicators should be aware of. This years guide outlines 4 main areas that we think are going to be key in 2016 and beyond, along with sub themes and a wealth of hints and tips. We hope it is of benefit, and brings you success with your future internal communications!
What 2015 holds for Internal CommunicationsTrefor Smith
Here is our annual guide to where we think will be this years Internal Communication trends. This years guide outlines 5 main areas that we think are going to be key in 2015, along with sub themes and a wealth of hints and tips. We hope it is of benefit, and brings you success with your 2015 internal communications!
What the Future Holds for Internal CommunicationsTrefor Smith
Our annual guide identifies the key trends that are shaping the future of Internal Communications. This years guide focuses on:
1. Employee Feedback
2. Artificial Intelligence
3. Management
4. Internal comms strategy
5. The employee experience
6. Digital culture.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
The future of corporate communications – summary of resultsBrunswick Group
As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. This new ebook authored by Linda Stuit is covering the topic of working remotely and what it means for employers and employees.
What 2016 (and beyond) holds for Internal Communications.Trefor Smith
Here is our annual guide on what we think are the areas and trends Internal Communicators should be aware of. This years guide outlines 4 main areas that we think are going to be key in 2016 and beyond, along with sub themes and a wealth of hints and tips. We hope it is of benefit, and brings you success with your future internal communications!
What 2015 holds for Internal CommunicationsTrefor Smith
Here is our annual guide to where we think will be this years Internal Communication trends. This years guide outlines 5 main areas that we think are going to be key in 2015, along with sub themes and a wealth of hints and tips. We hope it is of benefit, and brings you success with your 2015 internal communications!
What the Future Holds for Internal CommunicationsTrefor Smith
Our annual guide identifies the key trends that are shaping the future of Internal Communications. This years guide focuses on:
1. Employee Feedback
2. Artificial Intelligence
3. Management
4. Internal comms strategy
5. The employee experience
6. Digital culture.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
The future of corporate communications – summary of resultsBrunswick Group
As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. This new ebook authored by Linda Stuit is covering the topic of working remotely and what it means for employers and employees.
The document discusses employee retention and satisfaction based on findings from the 2013 Kelly Global Workforce Index. Some key points:
- 47% of employees worldwide changed jobs in the last year, with EMEA having the highest rate of job changing at 51%.
- While 52% of employees report being happy in their current roles, most are still looking for new jobs or intend to change employers within a year.
- Employees want career advancement, an engaging work environment, and a better work-life balance more than just compensation. However, changing jobs often does not lead to happiness.
- The document examines job change rates and satisfaction levels to understand what employees want from employers in order to improve retention. Understanding
1 business case scenario – assessment 2 managing culjasmin849794
Ozfone, an Australian telecommunications company, has implemented a hybrid work model allowing employees to work both remotely and in the office. However, the approach has caused problems including managers holding an unconscious bias that remote workers work less. As a result, employees feel micromanaged and the company culture has deteriorated. The HR team wants to address these issues to increase productivity and make the company more attractive to talent. However, the senior leadership team is hesitant to change the existing system and there is fatigue from previous change initiatives. The HR team must make a strong business case for how improving the hybrid model can benefit the company and gain staff support for the proposed changes.
#11ways Research - Does communication really make a difference?Dana Poole
Good communications practice and organizational performance are inextricably linked.
Our 2014 survey of 81 organizations, across 10 countries with approx 390,000 employees identified 11 challenges that today's communicators are facing. We saw a link between some of the 11 factors identified and organizational underperformance.
This year have updated the data in order to analyse year-on-year trends.
In a space as performance-driven and competitive as
the recruitment industry, it is crucial to stay ahead of
the curve. The growth and adoption of new strategies
and technologies is essential for success and is set to
explode in the future.
In an effort to paint a clear, distinct vision of the future of
social recruiting for our users, we asked twenty industry
thought leaders to weigh in on various trends that are
shaping the future of social media in recruitment. These
are their thoughts.
This document summarizes key findings from research on communication practices in organizations conducted by Michael Ambjorn, Dana Poole and Stephen Welch. The research covered over 100 organizations with over 1 million employees total. Three main findings are:
1) High-performing organizations view communication's impact, not just outputs, align communication and business strategy, and have communicators with strong business knowledge.
2) Communicators in high-performing organizations keep language simple, make emotional connections, and consider the audience's perspective.
3) High-performing organizations more quickly adopt new communication tools and technologies.
1) Social media has become a major tool for job searching and recruitment, with over 40% of respondents globally saying they have been contacted about a potential job via social media.
2) All generations are actively using social media for career purposes, including searching for jobs, gaining referrals, and making employment decisions based on network input.
3) Countries in Asia have most enthusiastically embraced social media for recruitment, while many European nations still favor more traditional job searching methods.
Leadership communications in difficult timesSusan Stewart
Seven tips to leadership communications during difficult times. Whether during downsizing, restructuring or other types of change; connecting and communicating truthfully with staff is paramount.
2009 Presentation to CEO Institute, Adelaide, Australia (Susan Stewart)
Corporate Communications and Trends in HRJulie Cluydts
The document discusses the influence of employer branding on internal and external communications, employees, and corporate identity. It also covers two main topics: 1) What the General Data Protection Regulation (GDPR) means for HR in terms of increased employee rights and stronger employer obligations. 2) Employee well-being at work, including statistics on increasing long-term sick leaves, major causes like brain overload and sedentary lifestyles, and courses of action employers can take to improve well-being.
Priming the Economic Engine: How Social Media is Driving Growth for Small and...LinkedIn
This document summarizes a study on how small and medium businesses use social media. It finds that most SMBs use social media for marketing purposes, but also for learning and insights. There is a correlation between increased social media spending and high growth among SMBs. SMBs are open to receiving financial information on social media, especially LinkedIn, and many take action after discovering financial products or companies on social platforms. The document recommends that financial service providers provide useful content to SMBs and engage with them throughout the purchasing process, especially on LinkedIn.
Social Media for Internal CommunicationAmber Naslund
A presentation of some of the uses and advantages to social media as an internal communication mechanism, and examples of some companies doing this already.
10 Ways to Improve Internal CommunicationWeekdone.com
10 ways to improve internal communication. Practical tips to increase employee engagement, improve company competitiveness and build stronger teams. Presented by Weekdone (https://weekdone.com/) internal communication tool for leaders and managers. Try it for free in your team.
The document discusses improving the interview process for hiring. It suggests that managers overestimate their ability to determine skills from interviews alone. It provides five steps to structure interviews: 1) Use structured, behavioral interviews; 2) Decide objective metrics for evaluating candidates; 3) Train interviewers on techniques and criteria; 4) Set a schedule to track time spent on hiring; 5) Take detailed, consistent notes during interviews for accurate documentation. The goal is to make interviews more objective and remove reliance on "gut instinct" to make the best hires.
Zalp webinar-Raising your employee referral program results to 50% of all hiresSavio Vadakkan
This interactive webinar was led by Dr. John Sullivan, arguably the world’s leading proponent of employer referrals programs (ERP). In this webinar, he highlighted the best practices that have proven to be effective in making referral programs the dominant corporate recruiting source.
The webinar was sponsored by ZALP in association with ere.net.
ZALP is the perfect employee referral software for every organization looking to tap the unexplored potential of their referral program while at the same time exploiting the potent potential of social media in recruitment.
Request a demo today. Visit www.zalp.com or mail us at info@zalp.com
The Engagement Gap: How executives and employees think differently about empl...Brian Solis
New survey data shows that employees and executives have different views about employee engagement and the things organizations do to improve it. This is the result of the Engagement Gap. Employee engagement programs, while well intentioned, often miss the mark. This white paper describes the Engagement Gap, and shares survey results captured by Jostle Corporation in partnership with Brian Solis. The data suggests that effective employee engagement programs focus on turning organizations into more meaningful, congenial, and transparent communities.
The document discusses how collaboration on the internet is changing everything. It notes that mass collaboration has become second nature due to the internet, enabling unprecedented cooperation and innovation through sharing ideas and working together (paragraph 1-2). It then provides examples of how peer production and open collaboration have led to the success of companies like Wikipedia, Amazon, YouTube and Facebook by leveraging collective intelligence and user contributions (paragraph 3-6). The document argues that organizations need to adopt collaborative models and engage with customers, partners and peer producers to survive in this new landscape where closed, proprietary approaches are less effective (paragraph 7-8).
Don’t Be Left Behind… As HR Shifts To A Data-Driven, High Business Impact App...Dr. John Sullivan
The document discusses how HR must shift to a more data-driven approach to keep up with changes in business and remain strategically relevant. It provides examples of how leading companies like Google use data and analytics to make evidence-based people decisions. The key points made are:
1) HR will soon be obsolete if it does not adopt a data-driven approach based on facts, metrics and analytics rather than opinions and intuition.
2) Leading companies show that data-driven talent management can significantly increase employee productivity and revenue per employee.
3) Examples from Google demonstrate how HR can use data to improve retention, recruiting, and people decisions rather than relying on assumptions.
4) Data-driven experiment
Accenture strategy workforce gen Z rising povDuy, Vo Hoang
Large companies are becoming more attractive to recent college graduates. There was a 37% increase in graduates wanting to work for large companies over the previous year. Graduates want engaging work that utilizes their degree skills and avoids underemployment. While past graduates favored startups, current graduates see opportunities at large employers for career growth through training, mentoring and competitive pay. Large employers are well positioned to provide these opportunities through tailored experiences that develop graduates' skills.
[Webinar] Elevating Internal Communications: From Tactical Function to Strate...Poppulo
The document discusses strategies for transforming internal communications (IC) functions within organizations. It provides data from a survey of over 700 respondents on current IC practices and challenges. The main points summarized are:
1. The survey found that IC functions that have long-term strategies in place are more confident in their channel use, more likely to be involved in strategic decisions, and more likely to be seen as trusted advisers.
2. Many IC functions lack the right tools and resources, with over half reporting budgets under $50,000. Adopting new technologies and tools is seen as important for engagement.
3. IC functions are transforming to focus more on strategic activities rather than administrative work. Larger IC teams are
This document discusses best practices for internal communications based on a study of over 400 companies. It finds that employee engagement is the top goal of internal communicators. The biggest challenge they face is managing information overload. Email and intranet are the most used and effective channels currently, though video and social media are growing. The document offers tips for internal communicators to boost engagement, including making communications timely, targeted, relevant, personalized, and measurable. It stresses the importance of collaboration between internal and external communications teams.
Focusing on the critical link between employee engagement and customer centri...Kim MacGillavry
This document discusses how DHL Freight collaborated with Gallup to better understand the link between employee engagement and customer centricity. They surveyed employees on engagement and customer focus. They found a strong correlation - work units with less satisfied employees also had less satisfied customers. Highly engaged employees were more likely to see improving customer experience as critical. The key drivers of engagement that led to customer focus were cohesiveness among employees and a commitment to quality work. Improving internal collaboration and ensuring employees feel their jobs are important can strengthen engagement and customer centricity.
The document discusses employee retention and satisfaction based on findings from the 2013 Kelly Global Workforce Index. Some key points:
- 47% of employees worldwide changed jobs in the last year, with EMEA having the highest rate of job changing at 51%.
- While 52% of employees report being happy in their current roles, most are still looking for new jobs or intend to change employers within a year.
- Employees want career advancement, an engaging work environment, and a better work-life balance more than just compensation. However, changing jobs often does not lead to happiness.
- The document examines job change rates and satisfaction levels to understand what employees want from employers in order to improve retention. Understanding
1 business case scenario – assessment 2 managing culjasmin849794
Ozfone, an Australian telecommunications company, has implemented a hybrid work model allowing employees to work both remotely and in the office. However, the approach has caused problems including managers holding an unconscious bias that remote workers work less. As a result, employees feel micromanaged and the company culture has deteriorated. The HR team wants to address these issues to increase productivity and make the company more attractive to talent. However, the senior leadership team is hesitant to change the existing system and there is fatigue from previous change initiatives. The HR team must make a strong business case for how improving the hybrid model can benefit the company and gain staff support for the proposed changes.
#11ways Research - Does communication really make a difference?Dana Poole
Good communications practice and organizational performance are inextricably linked.
Our 2014 survey of 81 organizations, across 10 countries with approx 390,000 employees identified 11 challenges that today's communicators are facing. We saw a link between some of the 11 factors identified and organizational underperformance.
This year have updated the data in order to analyse year-on-year trends.
In a space as performance-driven and competitive as
the recruitment industry, it is crucial to stay ahead of
the curve. The growth and adoption of new strategies
and technologies is essential for success and is set to
explode in the future.
In an effort to paint a clear, distinct vision of the future of
social recruiting for our users, we asked twenty industry
thought leaders to weigh in on various trends that are
shaping the future of social media in recruitment. These
are their thoughts.
This document summarizes key findings from research on communication practices in organizations conducted by Michael Ambjorn, Dana Poole and Stephen Welch. The research covered over 100 organizations with over 1 million employees total. Three main findings are:
1) High-performing organizations view communication's impact, not just outputs, align communication and business strategy, and have communicators with strong business knowledge.
2) Communicators in high-performing organizations keep language simple, make emotional connections, and consider the audience's perspective.
3) High-performing organizations more quickly adopt new communication tools and technologies.
1) Social media has become a major tool for job searching and recruitment, with over 40% of respondents globally saying they have been contacted about a potential job via social media.
2) All generations are actively using social media for career purposes, including searching for jobs, gaining referrals, and making employment decisions based on network input.
3) Countries in Asia have most enthusiastically embraced social media for recruitment, while many European nations still favor more traditional job searching methods.
Leadership communications in difficult timesSusan Stewart
Seven tips to leadership communications during difficult times. Whether during downsizing, restructuring or other types of change; connecting and communicating truthfully with staff is paramount.
2009 Presentation to CEO Institute, Adelaide, Australia (Susan Stewart)
Corporate Communications and Trends in HRJulie Cluydts
The document discusses the influence of employer branding on internal and external communications, employees, and corporate identity. It also covers two main topics: 1) What the General Data Protection Regulation (GDPR) means for HR in terms of increased employee rights and stronger employer obligations. 2) Employee well-being at work, including statistics on increasing long-term sick leaves, major causes like brain overload and sedentary lifestyles, and courses of action employers can take to improve well-being.
Priming the Economic Engine: How Social Media is Driving Growth for Small and...LinkedIn
This document summarizes a study on how small and medium businesses use social media. It finds that most SMBs use social media for marketing purposes, but also for learning and insights. There is a correlation between increased social media spending and high growth among SMBs. SMBs are open to receiving financial information on social media, especially LinkedIn, and many take action after discovering financial products or companies on social platforms. The document recommends that financial service providers provide useful content to SMBs and engage with them throughout the purchasing process, especially on LinkedIn.
Social Media for Internal CommunicationAmber Naslund
A presentation of some of the uses and advantages to social media as an internal communication mechanism, and examples of some companies doing this already.
10 Ways to Improve Internal CommunicationWeekdone.com
10 ways to improve internal communication. Practical tips to increase employee engagement, improve company competitiveness and build stronger teams. Presented by Weekdone (https://weekdone.com/) internal communication tool for leaders and managers. Try it for free in your team.
The document discusses improving the interview process for hiring. It suggests that managers overestimate their ability to determine skills from interviews alone. It provides five steps to structure interviews: 1) Use structured, behavioral interviews; 2) Decide objective metrics for evaluating candidates; 3) Train interviewers on techniques and criteria; 4) Set a schedule to track time spent on hiring; 5) Take detailed, consistent notes during interviews for accurate documentation. The goal is to make interviews more objective and remove reliance on "gut instinct" to make the best hires.
Zalp webinar-Raising your employee referral program results to 50% of all hiresSavio Vadakkan
This interactive webinar was led by Dr. John Sullivan, arguably the world’s leading proponent of employer referrals programs (ERP). In this webinar, he highlighted the best practices that have proven to be effective in making referral programs the dominant corporate recruiting source.
The webinar was sponsored by ZALP in association with ere.net.
ZALP is the perfect employee referral software for every organization looking to tap the unexplored potential of their referral program while at the same time exploiting the potent potential of social media in recruitment.
Request a demo today. Visit www.zalp.com or mail us at info@zalp.com
The Engagement Gap: How executives and employees think differently about empl...Brian Solis
New survey data shows that employees and executives have different views about employee engagement and the things organizations do to improve it. This is the result of the Engagement Gap. Employee engagement programs, while well intentioned, often miss the mark. This white paper describes the Engagement Gap, and shares survey results captured by Jostle Corporation in partnership with Brian Solis. The data suggests that effective employee engagement programs focus on turning organizations into more meaningful, congenial, and transparent communities.
The document discusses how collaboration on the internet is changing everything. It notes that mass collaboration has become second nature due to the internet, enabling unprecedented cooperation and innovation through sharing ideas and working together (paragraph 1-2). It then provides examples of how peer production and open collaboration have led to the success of companies like Wikipedia, Amazon, YouTube and Facebook by leveraging collective intelligence and user contributions (paragraph 3-6). The document argues that organizations need to adopt collaborative models and engage with customers, partners and peer producers to survive in this new landscape where closed, proprietary approaches are less effective (paragraph 7-8).
Don’t Be Left Behind… As HR Shifts To A Data-Driven, High Business Impact App...Dr. John Sullivan
The document discusses how HR must shift to a more data-driven approach to keep up with changes in business and remain strategically relevant. It provides examples of how leading companies like Google use data and analytics to make evidence-based people decisions. The key points made are:
1) HR will soon be obsolete if it does not adopt a data-driven approach based on facts, metrics and analytics rather than opinions and intuition.
2) Leading companies show that data-driven talent management can significantly increase employee productivity and revenue per employee.
3) Examples from Google demonstrate how HR can use data to improve retention, recruiting, and people decisions rather than relying on assumptions.
4) Data-driven experiment
Accenture strategy workforce gen Z rising povDuy, Vo Hoang
Large companies are becoming more attractive to recent college graduates. There was a 37% increase in graduates wanting to work for large companies over the previous year. Graduates want engaging work that utilizes their degree skills and avoids underemployment. While past graduates favored startups, current graduates see opportunities at large employers for career growth through training, mentoring and competitive pay. Large employers are well positioned to provide these opportunities through tailored experiences that develop graduates' skills.
[Webinar] Elevating Internal Communications: From Tactical Function to Strate...Poppulo
The document discusses strategies for transforming internal communications (IC) functions within organizations. It provides data from a survey of over 700 respondents on current IC practices and challenges. The main points summarized are:
1. The survey found that IC functions that have long-term strategies in place are more confident in their channel use, more likely to be involved in strategic decisions, and more likely to be seen as trusted advisers.
2. Many IC functions lack the right tools and resources, with over half reporting budgets under $50,000. Adopting new technologies and tools is seen as important for engagement.
3. IC functions are transforming to focus more on strategic activities rather than administrative work. Larger IC teams are
This document discusses best practices for internal communications based on a study of over 400 companies. It finds that employee engagement is the top goal of internal communicators. The biggest challenge they face is managing information overload. Email and intranet are the most used and effective channels currently, though video and social media are growing. The document offers tips for internal communicators to boost engagement, including making communications timely, targeted, relevant, personalized, and measurable. It stresses the importance of collaboration between internal and external communications teams.
Focusing on the critical link between employee engagement and customer centri...Kim MacGillavry
This document discusses how DHL Freight collaborated with Gallup to better understand the link between employee engagement and customer centricity. They surveyed employees on engagement and customer focus. They found a strong correlation - work units with less satisfied employees also had less satisfied customers. Highly engaged employees were more likely to see improving customer experience as critical. The key drivers of engagement that led to customer focus were cohesiveness among employees and a commitment to quality work. Improving internal collaboration and ensuring employees feel their jobs are important can strengthen engagement and customer centricity.
Effects of Internal Communication on Employee EngagementBenjamin Henson
This document summarizes a research paper on the effects of internal communication on employee engagement. It provides an overview of internal communication and employee engagement, reviews selected research on these topics, and discusses implications for further research. The reviewed research found that high quality internal communication can increase trust among employees and engagement. Employee preferences for different communication channels also impact engagement. Generational differences must be considered to effectively engage different age groups of employees. More research is still needed on applying external communication strategies internally and measuring the business impacts of internal communication initiatives.
Introduction Virgin Media was created from the merger of N.docxmariuse18nolet
Introduction
Virgin Media was created from the merger of NTL, Telewest and
Richard Branson's Virgin Mobile and is a part of Liberty Global plc,
the world’s largest international cable company. In the UK, Virgin
Media is the first ‘quad play’ provider, meaning that they provide
broadband, TV, mobile phone and home phone services. The
company has invested over £13 billion and owns the UK’s largest
fibre optic network, making it the biggest privately built network. In
the first quarter of 2013 Virgin Media had 4.49 million broadband
subscribers.
As a forward thinking company Virgin Media is at the forefront of
digital technology, with its engineers researching the technologies
that could be possible 20 years into the future. As well as
investing in new technology Virgin Media continually invests in the
people who work for the company, maintaining Richard Branson’s
philosophy that engaged and motivated employees lead to happy
customers, which in turn leads to shareholder gain.
‘Great people, connected to delighted customers,
connected to great business results.’
The company believes that its employees need to both understand
and believe in the journey of the business and the personal role they
can each play in its success. This applies to all employees. There
are a range of careers at Virgin Media from apprenticeships out in
the field in areas such as installation and service to a variety of
graduate opportunities. Virgin Media’s apprenticeship programmes,
which consist of light work using screwdrivers rather than heavy
duty maintenance work, are attracting a growing number of females
into its technician roles year on year. As well as work experience
and traineeships there are a wide range of career opportunities in
the three main business areas:
• Serve which includes roles in customer support and service
technicians.
• Growth which includes sales and retail.
• Support which includes roles in finance and health and safety.
Balancing business needs with the needs of its employees is
achieved through the company’s commitment to creating a fun
environment for its employees whilst they develop their careers.
‘Being Virgin Media means we don't just want to be proud
of what we do, we also want to love how we do it.’
The company’s values - Insatiable Curiosity, Heartfelt Service,
Delightfully Surprising, Red Hot, Smart Disruption and Straight Up -
championed by the company’s Chief Values Officer, Red, act as a
‘red thread’, underpinning the company’s story and guiding
decision making. This case study shows how Virgin Media
understands the impact motivated and engaged employees have
on its business’ performance.
What is motivation?
Motivation is the driving force behind actions and behaviour. It
leads individuals to take action to achieve a goal or to fulfil a need
or expectation. Understanding what motivates employees at work
Motivating and engaging employees for better business
P
E
O
P
L
E
Curri.
The Keys to Corporate Responsibility Employee EngagementSustainable Brands
PwC recently found that employees who participate in its CR programs have a 5% higher retention rate, with a value of $165 million to the company. In this report, PwC shows how it uses a common corporate tool, the Plan-Do-Check-Adjust (PDCA) Cycle to engage employees, and the Employee Engagement Index (EEI) to measure engagement.
Employee engagement ideas and best practicesMutual Force
Employee engagement is more than perks and surveys; it requires leadership development and facilitating employee commitment, passion, and well-being. Current engagement programs rely on outdated surveys and rewards that fail to create real change or understand engagement's impact. Leadership development is key, but managers are often not suited or trained to facilitate engagement. Skilled managers set clear expectations, provide tools for success, and recognize employees. When properly developed and integrated into all business areas using quality technology infrastructure, engagement programs boost performance, retention and growth.
PoliteMail Software surveyed global internal communications professionals to learn more about their challenges and tools they use to measure results of employee engagement.
Helping HR to measure up arming the‘‘soft’’ function with hSusanaFurman449
Helping HR to measure up: arming the
‘‘soft’’ function with hard metrics
Kate Feather
Abstract
Purpose – The purpose of this article is to highlight the more strategic role HR departments can play in
their organizations. By prioritizing the measurement strategy in organizations, HR leaders can
demonstrate to leadership the impact employees have on the business and how an investment in
internal processes and programs can boost engagement – and ultimately business results.
Design/methodology/approach – This paper outlines a four-step process for effective employee
engagement measurement: use behavioral and emotional outcomes; correlate employee engagement
survey results to meaningful outcomes; focus improvement efforts and investments on the high
impact/low performing areas; and re-measure to assess success. A series of de-identified examples
from PeopleMetrics clients illustrate the importance of following each step in the process.
Findings – By measuring employee engagement, tying the results to other HR and business metrics
and using the findings to target improvement efforts, organizations are demonstrating to leadership the
impact employees have on the business and how an investment in internal processes and programs can
boost engagement – and ultimately business results. As more organizations recognize the value of
using rigorous metrics to evaluate and optimize their workforces, the HR function will benefit because it
will be serving a more strategic function than it has traditionally been associated with in the past.
Research limitations/implications – These findings are based on the fieldwork experience of
PeopleMetrics.
Originality/value – The paper provides a very useful perspective for HR managers to consider,
particularly within organizations with extensive measurement systems.
Keywords Employee development, Human resource management,
Human resource management research
Paper type Case study
Introduction
HR professionals looking to overcome the view that HR is a ‘‘soft’’ function for which there are
few hard metrics should focus on employee engagement as a measurement that can be
linked to other HR and business metrics and deliver improved business results. Kate
Feather, a director at PeopleMetrics, outlines the path to effective measurement and
demonstrates the theory in practice in a range of organizations.
Successful businesses function around a set of core metrics supporting the view that what
gets measured gets managed. For a long time metrics such as revenue, costs, profits, units
shipped and defects have been closely monitored, analyzed and researched. During this
time, however, HR was dubbed a ‘‘soft’’ function, with the typical view being that people and
metrics do not mix. While HR has always known the value of its role, the problem has been in
quantifying return on investment for senior management.
Today, there is little doubt in the board room that people make a difference to business
...
Powering Your Bottom Line Through Employee EngagementKip Michael Kelly
The greatest concerns of most CEOs are operational excellence, innovation, risk, the regulatory environment, and competing globally. Underpinning those areas is their primary concern—human capital. The “people thread” is what prepares an organization to compete and win. The greatest asset that organizations have is the power of their employees. Employee engagement—the emotional commitment of employees—is a tremendous competitive advantage that impacts the bottom line when strategically managed.
The majority of organizations have an opportunity to further leverage employee engagement as a business driver. A recent Gallup poll found that more than 70 percent of American workers are either actively or passively disengaged from their work. HR, talent management professionals, and business leaders need to assess (or re-assess) how widespread and entrenched employee disengagement is in their organizations and partner together to improve it.
This white paper:
- Discusses the costs of employee disengagement in organizations.
- Links employee engagement to an organization’s bottom line and offers reasons why employee engagement should be a strategic business priority.
- Offers steps that HR and talent managers can take to improve employee engagement throughout their organizations.
- Provides examples of what organizations are doing to boost employee engagement.
This document discusses employee engagement and its impact on organizational performance. It notes that disengaged employees cost organizations billions each year through lost productivity, increased turnover, and other factors. The document then summarizes several studies that found strong correlations between employee engagement and positive business outcomes like revenue growth, productivity, profitability, and safety. It provides examples of companies like Molson Coors and Caterpillar that have strategically increased engagement and reaped financial benefits. Finally, it offers four steps for organizations to monitor and improve their employee engagement levels.
The document provides a communication audit report for the financial arm of VW Australia. The summary is:
1) Employee surveys and management interviews found that VW has an open culture with effective communication, but was struggling with low customer service ratings.
2) The managing director spent too much time on daily operations and not enough on strategic planning due to the organization's rapid growth.
3) Key recommendations included promoting more dialogue between employees, improving employee negotiation skills, and giving managers more time for strategic oversight to address the issues identified and support further growth.
The communication function is evolving, with responsibilities increasing but budgets and headcounts expected to remain the same. Communication leaders reported mixed satisfaction with their function's structure. While responsibilities are growing in areas like media relations and social media, over 40% said their function lacked sufficient resources. Moving forward, communication leaders want more resources and better collaboration, with nearly half seeking increased budgets and headcounts. Their relationships with other functions also impact effectiveness.
The document discusses a study on the evolving communication function within organizations. Key findings from the study include:
- Fewer than half of communication leaders said they were satisfied with their function's structure, though most felt it was effective.
- Responsibilities of the communication function have increased and are expected to continue growing. However, most expect their headcount to remain the same.
- Top responsibilities included media relations, social media, and crisis communication. Communication functions were often combined with marketing.
Traditionally - like every year - we have prepared a summary of ten most important (in our opinion) phenomena which will shape the future of the human development sector. This publication has been compiled on the basis on dozens of conversations, participation in about twenty conferences, a thorough analysis of reports that came to light over the past months. Most important information and conclusions come directly “from the field” – from our Customers as well as Trainers and Consultants, who have executed hundreds of House of Skills and e-learning.pl projects, cooperating with organizations in whole Poland.
The document discusses how human capital metrics need to evolve to reflect changes in the modern workforce. It provides examples of how two existing metrics - quality of hire and ready now candidates - could incorporate collaboration skills. It also examines how employee engagement index and employee net promoter score could evolve to include social engagement and employees' ongoing digital dialogue. Taking these new skills into account may impact how organizations view and manage their talent pools.
This document provides an overview of a study investigating employee engagement in a UK-based retail organization. It begins with an introduction to employee engagement and its importance. It then discusses the research rationale, aim, objectives, and questions. The plan of work is outlined which will include literature review, methodology, findings, and conclusions. A literature review is then presented covering definitions of employee engagement, frameworks for measuring engagement, benefits of engagement for employees and employers, key responsibilities in building engagement, and important enablers of engagement such as leadership, managers, and leadership/management development. Key points are made about the relationship between engagement and organizational performance.
Executive Summary
Employee engagement has become a top business priority for senior executives. In this rapid
cycle economy, business leaders know that having a high-performing workforce is essential
for growth and survival. They recognize that a highly engaged workforce can increase innovation,
productivity,
and bottom-line
performance
while reducing
costs related
to
hiring
and
retention
in highly competitive
talent
markets.
But while most executives see a clear need to improve employee engagement, many have
yet to develop tangible ways to measure and tackle this goal. However, a growing group of
best-in-class companies says they are gaining competitive advantage through establishing
metrics and practices to effectively quantify and improve the impact of their engagement
initiatives on overall business performance.
Bridging the Digital Gap Brad Spiegel Macon, GA Initiative.pptxBrad Spiegel Macon GA
Brad Spiegel Macon GA’s journey exemplifies the profound impact that one individual can have on their community. Through his unwavering dedication to digital inclusion, he’s not only bridging the gap in Macon but also setting an example for others to follow.
Gen Z and the marketplaces - let's translate their needsLaura Szabó
The product workshop focused on exploring the requirements of Generation Z in relation to marketplace dynamics. We delved into their specific needs, examined the specifics in their shopping preferences, and analyzed their preferred methods for accessing information and making purchases within a marketplace. Through the study of real-life cases , we tried to gain valuable insights into enhancing the marketplace experience for Generation Z.
The workshop was held on the DMA Conference in Vienna June 2024.
Ready to Unlock the Power of Blockchain!Toptal Tech
Imagine a world where data flows freely, yet remains secure. A world where trust is built into the fabric of every transaction. This is the promise of blockchain, a revolutionary technology poised to reshape our digital landscape.
Toptal Tech is at the forefront of this innovation, connecting you with the brightest minds in blockchain development. Together, we can unlock the potential of this transformative technology, building a future of transparency, security, and endless possibilities.
Understanding User Behavior with Google Analytics.pdfSEO Article Boost
Unlocking the full potential of Google Analytics is crucial for understanding and optimizing your website’s performance. This guide dives deep into the essential aspects of Google Analytics, from analyzing traffic sources to understanding user demographics and tracking user engagement.
Traffic Sources Analysis:
Discover where your website traffic originates. By examining the Acquisition section, you can identify whether visitors come from organic search, paid campaigns, direct visits, social media, or referral links. This knowledge helps in refining marketing strategies and optimizing resource allocation.
User Demographics Insights:
Gain a comprehensive view of your audience by exploring demographic data in the Audience section. Understand age, gender, and interests to tailor your marketing strategies effectively. Leverage this information to create personalized content and improve user engagement and conversion rates.
Tracking User Engagement:
Learn how to measure user interaction with your site through key metrics like bounce rate, average session duration, and pages per session. Enhance user experience by analyzing engagement metrics and implementing strategies to keep visitors engaged.
Conversion Rate Optimization:
Understand the importance of conversion rates and how to track them using Google Analytics. Set up Goals, analyze conversion funnels, segment your audience, and employ A/B testing to optimize your website for higher conversions. Utilize ecommerce tracking and multi-channel funnels for a detailed view of your sales performance and marketing channel contributions.
Custom Reports and Dashboards:
Create custom reports and dashboards to visualize and interpret data relevant to your business goals. Use advanced filters, segments, and visualization options to gain deeper insights. Incorporate custom dimensions and metrics for tailored data analysis. Integrate external data sources to enrich your analytics and make well-informed decisions.
This guide is designed to help you harness the power of Google Analytics for making data-driven decisions that enhance website performance and achieve your digital marketing objectives. Whether you are looking to improve SEO, refine your social media strategy, or boost conversion rates, understanding and utilizing Google Analytics is essential for your success.
2. Foreword
There is considerable evidence to support the impact of employee engagement on the
bottom line. Sears undertook a study in the early 1990s that showed that stores with more
satisfied employees had more satisfied customers and higher revenue. Through a series
of studies, Towers Watson has replicated these findings and proved that companies with
more engaged employees have greater profitability.
So if engagement is the goal, how can Internal Communication most effectively increase
employee engagement? In this white paper I have identified three areas within an
organization that provide opportunities for Internal Communication to contribute to driving
engagement. I highlight examples from organizations that have successfully implemented
these engagement strategies, including Sears, Avery Dennison, Volvo and Aviva.
About the author
Andrew Blacknell is a Change & Communication
Consultant with over twenty years experience in internal
communication and change management, both in-house
and as a consultant based in Europe and North America.
His expertise includes employee research, employee
engagement, change management, employee value
propositionsandleadershipdevelopment.Andrewformerly
led the UK Communication & Change Management
practiceatTowersWatson,andnowrunshisownconsulting
business. His clients include GlaxoSmithKline, American Express, the Church of England
and Towers Watson. (www.blacknellventures.com)
3. Table of Contents
Why Employee Engagement Matters
Identifying the link between engagement and business
performance
Three Areas Where Internal Communication
Can Drive Engagement
1. The employee’s relationship with their line manager
• Define the communication competence within your
leadership framework
• Build management’s communication effectiveness
• Measure and recognize management communication
competence
2. The line of sight for employees within the organization
3. Two-way communication channels for employees
• Make communication flow in both directions
• Create the channels and infrastructure to involve and
engage employees
The Role of Insight and
Measurement in Driving Engagement
Looking Ahead ...
The Future For Internal Communication
1. Level of benchmarking data available
2. Employee engagement expectations
1
1
2
2
3
4
4
5
6
6
6
7
8
8
8
A
B
C
D
4. 1
Driving Employee
Engagement Through
Internal Communications
1. State of the Global Workplace Report 2013, Gallup
2. 2013 Trends in Global Employee Engagement,
Aon Hewitt
3. Global Workforce Study 2012, Towers Watson
4. Rucci, Kirn, Quinn: “The Employee-Customer Profit
Chain at Sears”, HBR, 1998
Why Employee Engagement Matters
Organizations with more engaged employees produce better results. These results are
not only financial (higher revenue and profits), but also human (less stress, less absence
among employees and higher customer satisfaction) and quality related (higher quality
and safety).
1
Internal Communication cannot affect all the major drivers of employee engagement. For
example, career opportunities and financial rewards
2
are also engagement drivers which
communication cannot significantly impact. However, this should not be an excuse for
inaction or a lack of focus on engagement as a metric for Internal Communication teams;
they can directly influence three areas that have consistently featured as key drivers of
employee engagement
3
:
1. Employees’ relationship with their line manager.
2. Line of sight – the extent to which an employee can see how their job and role
contributes to the whole organization.
3. Involvement – knowing that their opinion counts and is heard.
Can Internal Communication really improve an employees’ relationship with their line
manager? Clearly they can’t change personalities or the culture of an organization; but
they can make leaders and managers better communicators, which in turn improves
engagement.
Internal communicators are also uniquely placed to involve and educate employees
so that their voice is heard and their role within the organisation understood. This has
always been the case, but in recent years technology has increased both the capacity
and capability of the Internal Communication function to create genuine dialogue and
personalize communications.
Identifying the link between engagement and business performance
Sears, the US retail chain, was one of the first organizations
to identify the direct link between employee satisfaction
and business performance in the early 1990s.
4
The study
showed that a Sears store manager whose engagement
scores increased by five units, could expect a 1.3 unit
increase in customer satisfaction followed by a .5% increase
in revenue growth, as shown by the Fig 1 diagram.
+0.5
+1.3
+5
Revenue
Customer Satisfaction
Employee Satisfaction
Fig.1 Source: Sears
A
5. 2
Driving Employee
Engagement Through
Internal Communications
5. Google’s 8-point plan to build a better boss,
Google.com and New York Times March 2011
Many subsequent studies have confirmed these findings
and proved linkage between employee engagement and
quality of work, employee turnover, absence, shrinkage,
productivity and safety, etc. Towers Watson, the leading
employee research business, surveys about one million
employees inside large organizations every quarter. It
mines these survey responses and matches them against
the published financial results of the same organizations.
This exercise has continually shown that organizations
with higher engagement have higher operating margins
and greater net profit margins than those with lower
engagement. Fig.2 charts the impact of higher and lower
engagement on business performance.
Today, employee engagement data is broadly accepted as a leading indicator of
performance, whereas financial data is a lagging indicator. Engagement data can act as
an early warning system, allowing organizations to respond and take corrective action
before the conditions causing a decline in employee engagement translate into a hit on
revenue and profits.
Three Areas Where Internal
Communication Can Drive Engagement
1. The Employee’s Relationship With Their
Line Manager
The first opportunity for Internal Communication to drive engagement is to define and
equip the line manager as an effective communicator.
Google’s People Analytics team analyzed vast amounts of internal data and made a
connection between top business performance and individual performance and great
managers. It further identified the eight characteristics of great leaders
5
. The data proved
that rather than superior technical knowledge, it is periodic one-on-one coaching, which
included expressing interest in the employee and frequent personalized feedback that
ranked as key to being a successful leader.
-2
-1
0
1
2
3
4
-2.01
3.74
-1.38
2.06
Percent
Operating Margin Net Profit Margin
Low Engagement High Engagement
Fig.2 Source: Towers Watson
B
6. 3
Driving Employee
Engagement Through
Internal Communications
6. Transforming Line Manager Communication at
Aviva, Strategic Communication Management,
Melcrum September 2012
7. State of the Sector 2012, Institute of Internal
Communication and Gatehouse
InternalCommunicationteamscannotmakemanagerstakeaninterestintheiremployees,
but they can set the expectation that managers are the preferred communication channel.
A 2009 YouGov survey found only 28% of employees trusted messages from their CEO
“more than a little”. That’s a warning about broadcasting messaging from the top.
Define the communication competence within your leadership
framework
Internal Communication can partner with HR to make sure communication is a recognized
andrewardedcompetenceandclearlyrepresentedintheleadershipmodelorframework.
When an Internal Communication Director is a trusted adviser to the executive and partner
to HR, they make sure that communication, as a leadership competence, is appropriately
reflected in the organization’s leadership framework.
Build management’s communication effectiveness
Employees want to hear about the issues that are important to them from their line
manager. However, research by organizations such as Aviva, HSBC, McCain and Halifax
have all scored their line manager communication skills as average. Clearly there is a need
for internal communicators to educate managers about the linkage between engagement
and ‘showing an interest’ and making time for one-on-ones.
A2012StateoftheSectorsurvey
7
ofmostlyUKinternalcommunicatorsfoundthatimproving
communication from senior leaders to the workforce was their top priority or challenge
over the next twelve months. But less than half (48%) had a specific tool(s) that enabled
senior leaders to communicate effectively. A Newsweaver poll in October 2013 produced
similar results. One of the most common uses for the Newsweaver Internal Connect email
Aviva, the UK insurance company, conducted its own research
6
that found 70% of employees wanted
to hear about important issues about their role and career development from their line manager.
Aviva regularly review their communication channels, and in 2012 did a “forensic review” of their
intranet site and their email-based updates for managers called “Keeping You Informed”. The
findings showed that the best channel was quick ‘huddles’ and the main blockages were time
and noise. However, most people managers felt overwhelmed by the amount of messages and
communication they received and needed to pass on.
Ninety-one per cent of line managers were already using Keeping You Informed so Aviva knew
it was valued. As a consequence, the company decided to improve it further after their 2012
review, allowing managers to self-select their topics and then print copies as handouts. Internal
communicators located at the different sites can now help shape content for Keeping You Informed.
They can input localized content so that, for example, briefs at one site could include the planned visit
of a senior leader the following week.
7. 4
Driving Employee
Engagement Through
Internal Communications
8. EDF’s Four I’s Leadership Programme, www.
forum.com/engagements/client-results/edf.aspx
9. Gallup Q12, https://q12.gallup.com
10. Delivering Value through Innovation, AstraZeneca
Annual Report 2012, published March 2013
platform is the creation of a customized communication channel for senior leaders to
communicate directly with employees.
Measure and recognize management communication competence
If Internal communication isn’t measured as a leadership competence, then it does beg
the question as to whether organizations really believe it is important. Gallup, a research-
based, global performance-management consulting company, created Q12
9
, a series
of twelve questions (out of the myriad they ask) that Gallup’s analysis over the last few
decades has identified as having the greatest impact on employee engagement. The
twelve questions include a number relating to manager communication competence.
However, most organizations struggle to use these surveys to drive improvements in
manager communications.
Shouldleadersandmanagersbefinanciallyrewardedfortheircommunicationcompetence
based on scores from an engagement survey? There is some debate about whether or
not it should form part of a leaders’ bonus scorecard. A direct link between engagement
scores and pay or bonus can influence the way employees and leaders view a survey and
bias the results. In the worst cases, a manager may stand over their reports as employees
complete them, whilst stressing the importance of the scores!
The best practice here is the visibility of the results as part of a balanced scorecard. AstraZeneca’s
balanced scorecard includes making AstraZeneca “A Great Place to Work” as one of four metrics. So
they widely publicize their employee engagement scores inside their business. However these are
no longer factored in to the annual bonus plan. The organization measures them but they don’t pay
out bonus based on engagement scores
10
.
InternalCommunicationandHRwereheavilyinvolvedinthedefinitionofEDF’sLeadershipFramework,
known as the Four I’s
8
. These are: Involvement, Inspiration, Impact and Integrity.
Involvement and inspiration are clearly communication competencies that drive engagement, so EDF
targeted the programme at the top 1,500 leaders in the company. 80% of programme participants
said it improved their own performance. After the Four I’s were introduced, EDF employees rated their
managers and supervisors as more effective in managing change, communicating effectively, being
open and honest, listening to ideas and suggestions, and understanding employees’ motivations.
The proportion of EDF employees reporting satisfaction with the company has increased from 55%
to 73% over the same period.
8. 5
Driving Employee
Engagement Through
Internal Communications
2.The Line Of Sight For Employees Within
The Organisation
One of Gallup’s Q12 questions is “The mission or purpose of my company makes me feel
that my job is important.” Employees need to feel this – as they are much more motivated if
they can make a connection (line of sight) between what they do and the broader purpose
and vision of the organization.
So this is the second opportunity for internal communicators to drive engagement, by
building employees’ understanding of the employee value proposition (EVP) and the
internal and external brand. Most organizations express their mission or purpose through
their brand and align themselves internally behind that brand via an employee value
proposition (EVP) or internal brand. Internal Communication is uniquely placed to define
the EVP and build line of sight between what employees do and the overarching purpose
of the organization. Every results gathering, strategy briefing, announcement or town hall
is a chance to reinforce this.
Pernod Ricard has been built on a decentralized organizational structure giving the group’s
seventy-five direct subsidiaries and 18,800 employees a large amount of autonomy. The only way
to unite all these different businesses and diverse geographies is for their Internal Communication
team to sustain and promote a strong, shared corporate culture, EVP and brand. Their unity derives
from a single mindset: créateurs de convivialité (translates loosely to ‘making the world a more lively
and friendly place’).
Meetings at Pernod Ricard are almost always “convivial” and their employee survey showed that
80% of their employees considered that convivialité was part of everyday life within the Group.
Convivialitéalsosupportsthepurposeoftheirmanyproducts–tocreatefunandasenseofoccasion.
Mixed in with this is “co-creation” which recognizes their need to cooperate across different cultures,
disciplines and geographies.
Recently, eighteen group employees who had never met before were invited by Pernod Ricard to the
Pompidou Centre to work together on a series of artistic images with the artist Olaf Breuning around
the theme of “co-creation”. Each one was given an unusual object or tool and unique colour with
which to paint. The images have been used in the Pernod Ricard 2013 Annual Report.
Pernod Ricard won the Human Capital Trophy in 2013 for their work to align their culture and HR
policies behind their brand and values.
9. 6
Driving Employee
Engagement Through
Internal Communications
11. The Five Dysfunctions of a Team, Patrick Lencioni
12. Driving Communication His Way at Volvo,
Strategic Communication Management,
Melcrum, October 2011
3.Two-way Communication Channels
For Employees
The third opportunity for internal communicators to drive engagement is by creating
channels for the ‘voice of the employee’ – allowing employees to provide feedback.
Another question in Gallup’s Q12 is “At work your opinions seem to count”. Gallup and
Towers Watson research supports business management author Patrick Lencioni’s
principle that if an employee can “weigh in, they buy in” even if they may not get what they
want
11
. The crucial factor is that “you are involved” and someone genuinely listens to your
opinion in an atmosphere built on trust. The research shows that employees involved or
weighing in like this are more engaged.
Internal Communication teams have a unique role in providing a voice and a way for
employees to express opinions:
Make communication flow in both
directions
By definition, communication needs to
be two-way, but until recently it was not
possible for many organizations to offer
this type of capability to employees.
Interactive email solutions like
Newsweaver Internal Connect and other
social business tools (Yammer etc.) have
changed this.
Create the channels and infrastructure to involve and engage employees
In the early days of Internal Communication, large-scale paper surveys and focus groups
were the main way to get feedback from large groups. In the last ten years technology has
transformed audiences from being passive to active. For example, organizations such
as LexisNexis are crowdsourcing feedback on their employee benefit policies. Internal
Communication must not only create a culture where employees can weigh in without
fear, but also have the tools and channels to do so.
Social business tools can enhance the understanding of your communications when they
start - or continue - an informed conversation between leaders and employees. Use social
Volvo has 100,000 employees and
9,000 leader managers. The Head of
Communication sees his purpose as
enabling those leaders to create dialogue
and two-way communication with their
employees around strategy.
12
10. 7
Driving Employee
Engagement Through
Internal Communications
13. Newsweaver, www.newsweaver.com
14. Connecting employees to leaders through
Ambassadors at Avery Dennison, Strategic
Communication Management, Melcrum,
December 2012
features such as ratings and likes, as well as commenting, to open up your channels so
the conversation flows both ways. In addition, multimedia content such as videos can
attract and engage employees.
The technology is now available to use interactive and rich content within the email
communication channel. Newsweaver customers can embed pulse polls and social
features such as likes and commenting functionality within their email communications,
as well as embedding videos. This means two-way enabled communications can
be delivered directly to employees, driving awareness and fostering collaboration and
knowledge sharing. Since this channel is highly measureable, communicators can gain
real insight into levels of engagement.
13
It is the role of Internal Communication to make the business case and set the bar high
for creating communication channels that invite engagement, feedback and two-way
communication.
The Role of Insight and Measurement
in Driving Engagement
It is also essential to measure activities and communications in order to gain insight into
the results.
Internal Communications can provide real-time feedback and insight, giving
communicators the ability to keep their finger on the pulse of employee opinion in
ways not possible just a few years ago. For example, Newsweaver customers have a
real-timedashboardofmeasurementsprovidingmetricssuchasopensandclicks,content
popularity, device consumption and organizational engagement, among others. Using
technology available today, internal communicators can send sensitive announcements
about organizational changes, pay or pensions, and can now tell business leaders exactly
how many people have read it, how long they spent reading it and what they are saying
about it.
Avery Dennison, a US labeling and packaging company with 30,000 employees, has created the
Beat
14
. The Beat is an online community of employees who have volunteered to provide feedback to
leaders about strategic initiatives and ideas. Leaders commit to providing a feedback blog post on
the Beat Community within two weeks, letting them know just how the “Beat Member” voice will be
used to further the specific initiative. The topics have included the company’s key Financial Objectives,
Avery Dennison’s Employer Brand and the goals of the Avery Dennison Foundation. 100% of the
Beat’s 600 members report their “voice is being heard” – which is significant, as “being heard” is an
engagement driver.
C
11. 8
Driving Employee
Engagement Through
Internal Communications
Communicate your successes to senior leaders and offer them the business insights
to increase awareness of Internal Communication’s vital role in driving employee
engagement.
Looking Ahead...
The Future For Internal Communication
Here are two predictions for the future of Internal Communication:
1.The Level Of Benchmarking Data Available Is
Going To Skyrocket
The level of benchmarking data available for measuring communications will rise
dramatically. Organizations will use a growing number of tools that automatically capture
metrics such as readership statistics, engagement levels, and employee feedback and
conversations. This data will be shared by industry and by specific topics. For example,
throughinnovativetoolslikeNewsweaverInternalConnect,InternalCommunicationteams
will have access to a norm (average score) for open rates, time spent reading and number
of comments relating to flexible benefits/annual enrolment, results communication and
change programmes, etc. These benchmarks will move results from “anecdote to reality”
and towards evidence based decision-making around communication approaches and
likely outcomes.
2.Employee Engagement Expectations Will
Dramatically Shift
Expectations around employee involvement and engagement, and a direct connection
to their senior leaders will be much higher for future generations. Crowdsourcing among
employees for company values, vision and policies will become the norm. A clear
example of this is the recent defeat of UK Prime Minister David Cameron over direct action
in Syria. It reflects Parliament Members’ sensitivity to public opinion in their constituency,
which they saw in real-time via Twitter. Along with the increasing expectation to have
their voice heard, the proliferation of two-way feedback tools and social channels inside
organizations will mean CEOs and leaders have to be much more aware, sensitive and
receptive to employee opinion.
D
12. Newsweaver Internal Connect
DramaticallyimprovetheresultsofyouremployeeemailcommunicationswithNewsweaverInternal
Connect.
Boost the engagement of employees by sending emails that are high-impact using the full
interactivity of the web – and which provide you with actionable insights and metrics to transform
your internal communications.
Newsweaver is the global leader in Internal Communications Management with proven
technology, comprehensive services, and expert guidance that is helping more than 400 blue-chip
and FTSE 100 companies.
Cutting Edge Communications
Cut through inbox clutter and grab your audience’s attention
with memorable messages that are on-brand and viewable
onanydevice.Newsweaverallowsyoutokeeptheirattention
with stylish embedded images and videos.
Champion Two-Way Communication
Newsweaver Internal Connect is packed with social features
that allow you start conversations across your organization.
Give employees the ability to comment, rate and like content,
and participate in surveys and polls; while gathering valuable
intelligence with every communication sent.
Gain Audience Measurement & Insights
Monitor email performance so you can shape your content
strategy with powerful insights into content popularity and
engagement. Boost your credibility with powerful intelligence
that proves ROI and drives real organizational change.
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then measures your success; all from one, intuitive system.
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