The survey found that communication executives are heavily involved in their company's COVID-19 response. Most companies are keeping employees informed and have not laid off or furloughed workers. Health guidelines and policy changes are the most communicated topics. Personal communication channels like supervisors and one-on-one check-ins are favored. Employee engagement, satisfaction and collaboration have increased while productivity has declined working from home. Most companies are helping external stakeholders and engaging employees in these initiatives. Planning for returning to work is in early stages, with anticipated changes to physical work environments like increased cleaning and distancing measures.
COVID-19: How Businesses are Handling the CrisisPaul Merchan
The Institute of Public Relations (IPR) and Peppercomm teamed up to produce a survey of 300 communications executives and senior business leaders to gauge how prepared they are for COVID-19 (novel coronavirus) and how they are communicating about it.
The Internal Communication function has matured in recent years, and during this growth it has changed shape and taken on new roles and skills. What does this mean for internal communicators and their teams, and for organizations going forward? In this webinar Andrew Blacknell draws on his insight, recent research and case studies to help communicators understand how and why it has changed, and what the role might look like in the future. Andrew also talks with Elaine MacFarlane, VP, Global Internal Communications at GSK, to get a view of internal communications from inside GSK.
What you will take away:
- How Internal Communication is maturing as a function
- How the changing structure of organizational comms impacts IC
- The benefits of comms technology for IC strategies
- The importance of investing in line manager / leadership comms
- Defining benchmarks to measure IC success
The CIPR's #PRinaPandemic specialist study of the public relations sector authoritatively explores the immediate impact of COVID-19 on the profession, and how it will develop, reflecting on a truly challenging year and what this has meant to those working in the profession.
The impact of coronavirus on the tech industry - March 2020 CodinGame SurveyAude Barral
The health crisis caused by the Coronavirus has far from spared the tech industry.
Toward the end of March 2020, CodinGame surveyed over 2,700 developers from 150 countries. In this report, CodinGame provides exclusive data on the impact of the current situation on the economic stability of computer programming jobs around the world.
COVID-19: How Businesses are Handling the CrisisPaul Merchan
The Institute of Public Relations (IPR) and Peppercomm teamed up to produce a survey of 300 communications executives and senior business leaders to gauge how prepared they are for COVID-19 (novel coronavirus) and how they are communicating about it.
The Internal Communication function has matured in recent years, and during this growth it has changed shape and taken on new roles and skills. What does this mean for internal communicators and their teams, and for organizations going forward? In this webinar Andrew Blacknell draws on his insight, recent research and case studies to help communicators understand how and why it has changed, and what the role might look like in the future. Andrew also talks with Elaine MacFarlane, VP, Global Internal Communications at GSK, to get a view of internal communications from inside GSK.
What you will take away:
- How Internal Communication is maturing as a function
- How the changing structure of organizational comms impacts IC
- The benefits of comms technology for IC strategies
- The importance of investing in line manager / leadership comms
- Defining benchmarks to measure IC success
The CIPR's #PRinaPandemic specialist study of the public relations sector authoritatively explores the immediate impact of COVID-19 on the profession, and how it will develop, reflecting on a truly challenging year and what this has meant to those working in the profession.
The impact of coronavirus on the tech industry - March 2020 CodinGame SurveyAude Barral
The health crisis caused by the Coronavirus has far from spared the tech industry.
Toward the end of March 2020, CodinGame surveyed over 2,700 developers from 150 countries. In this report, CodinGame provides exclusive data on the impact of the current situation on the economic stability of computer programming jobs around the world.
Measure Your Success With Internal Email Benchmarks
Compare Your Results By Email Type and Industry.
Brought to you by Poppulo. Poppulo is the global leader in employee communications technology. Our pioneering software and expert advisory services are transforming internal communications, creating more connected, aligned and successful organizations all over the world.
We chose our name - which comes from the Latin for people - because people are at the heart of everything we do, and we believe that an engaged workforce aligned behind a common purpose can transform the performance of any organization.
That belief gives us our core purpose and mission: to create groundbreaking products and services that make organizations great by releasing the power of their people and putting employee communications at the heart of organizations, where it belongs.
We like to call it success from within, and here's to yours!
It’s the Poppulo effect. Find out more: https://www.poppulo.com/
Hyper-niche segments of customers are becoming ever more readily reachable. There are an incredible amount of channels and tools at our disposal to reach any particular target audience, so is it really necessary that life science companies spend their precious marketing and sales resources creating conference exhibits, flying staff around the world, and paying conferences for exhibition booths?
The costs are huge. Previous studies have found that B2B companies spend 20% of their marketing budgets on conferences. At the same time, conferences are ranked very highly for both generating leads and driving awareness and are also broadly viewed to be effective. Considering that lead generation is consistently ranked as the top marketing challenge perhaps conferences are still worth the cost after all.
Are conferences really still worth it? Are we over-investing in them at the expense of higher-ROI opportunities? Or perhaps they’re so effective that we almost can’t spend enough. With input from over 50 life science marketing professionals, these are the questions this study answers.
Consumers and the Digital Health Information JourneyEdelman
Edelman Health recently launched results from a new study – Consumers and the Digital Health Information Journey – that focuses on how US consumers engage with and use digital health content.Partnering with Edelman Berland, they conducted research that looked at 1500 US adults consisting of Millennials (ages 18-34), the Sandwich Generation (ages 35-64) and Seniors (ages 65+). Additionally, a Caregiver group was identified that included those adults who are responsible for the health decisions of a parent or other adult relative. While the study initially set out to explore how the different generations consume and use digital health content, it soon focused on the interesting results related to the Caregiver segment.
This deck is a deep dive on the digital health behaviors and preferences of Caregivers who revealed themselves as more engaged and influential than the generational groups, including Millennials. We believe that Caregivers are an overlooked group by healthcare marketers and represent a real opportunity for targeted engagement by pharma, biotech, payers, providers and other stakeholders within the healthcare industry.
Taking the Physician's Pulse on Cybersecurityaccenture
Accenture and the American Medical Association (AMA) surveyed U.S. physicians regarding their experiences and attitudes toward cybersecurity. The findings suggest a strong need for improved cybersecurity education for physicians.
SolarWinds IT Trends Report 2015: Business at the Speed of IT (North America)SolarWinds
A look at the current state of significant new technology adoption, barriers to adoption and needs of IT pros tasked with delivering business impact in North America.
When it comes to the biggest trends in marketing today, our industry is obsessed with channels such as social, voice, and augmented reality as the means for reaching today’s modern audience. And while each plays an important role in the customer journey, new research from Adobe finds a more traditional form of marketing—email—is very much holding its own among newer channels and technologies.
In order to understand how the pandemic is impacting customer behavior, Hero Digital surveyed 1,008 people about how their behaviors have changed since the start of the COVID-19 crisis. The surveys were conducted using Google Surveys between March 23 and 25, 2020.
What People Want: Accenture Public Service Citizen Survey - Wave 2accenture
What do people want from digital government? We asked thousands of citizens across six countries: Australia, France, Germany, Singapore, UK and USA. We suggest a three part agenda for decision makers in governments, public service agencies and digital government program offices: create delightful experiences, focus on public safety and leverage digital platforms to involve citizens.
Adobe COVID-19 Productivity Study: Say ‘buh-bye’ to WFH StigmaAdobe
New research from Adobe, which surveyed more than 1,000 workers in the U.S., has found that working from home due to COVID-19 has, in fact, impacted work habits and productivity — but positively.
Towards the end of 2015, ELITE members were asked to contribute to a survey, compiled by Gary Lloyd, an ELITE member, of the success or otherwise of organisational change initiatives. The results of that survey can now be seen here. It summarise, 159 responses, 110 of those from ELITE members.
Adobe Campaign released findings from its fourth annual consumer email survey, focused on consumers' habits and behavior related to communications, including personal and work email. The report surveyed more than 1,000 white-collar workers in the United States who own a smartphone.
Measure Your Success With Internal Email Benchmarks
Compare Your Results By Email Type and Industry.
Brought to you by Poppulo. Poppulo is the global leader in employee communications technology. Our pioneering software and expert advisory services are transforming internal communications, creating more connected, aligned and successful organizations all over the world.
We chose our name - which comes from the Latin for people - because people are at the heart of everything we do, and we believe that an engaged workforce aligned behind a common purpose can transform the performance of any organization.
That belief gives us our core purpose and mission: to create groundbreaking products and services that make organizations great by releasing the power of their people and putting employee communications at the heart of organizations, where it belongs.
We like to call it success from within, and here's to yours!
It’s the Poppulo effect. Find out more: https://www.poppulo.com/
Hyper-niche segments of customers are becoming ever more readily reachable. There are an incredible amount of channels and tools at our disposal to reach any particular target audience, so is it really necessary that life science companies spend their precious marketing and sales resources creating conference exhibits, flying staff around the world, and paying conferences for exhibition booths?
The costs are huge. Previous studies have found that B2B companies spend 20% of their marketing budgets on conferences. At the same time, conferences are ranked very highly for both generating leads and driving awareness and are also broadly viewed to be effective. Considering that lead generation is consistently ranked as the top marketing challenge perhaps conferences are still worth the cost after all.
Are conferences really still worth it? Are we over-investing in them at the expense of higher-ROI opportunities? Or perhaps they’re so effective that we almost can’t spend enough. With input from over 50 life science marketing professionals, these are the questions this study answers.
Consumers and the Digital Health Information JourneyEdelman
Edelman Health recently launched results from a new study – Consumers and the Digital Health Information Journey – that focuses on how US consumers engage with and use digital health content.Partnering with Edelman Berland, they conducted research that looked at 1500 US adults consisting of Millennials (ages 18-34), the Sandwich Generation (ages 35-64) and Seniors (ages 65+). Additionally, a Caregiver group was identified that included those adults who are responsible for the health decisions of a parent or other adult relative. While the study initially set out to explore how the different generations consume and use digital health content, it soon focused on the interesting results related to the Caregiver segment.
This deck is a deep dive on the digital health behaviors and preferences of Caregivers who revealed themselves as more engaged and influential than the generational groups, including Millennials. We believe that Caregivers are an overlooked group by healthcare marketers and represent a real opportunity for targeted engagement by pharma, biotech, payers, providers and other stakeholders within the healthcare industry.
Taking the Physician's Pulse on Cybersecurityaccenture
Accenture and the American Medical Association (AMA) surveyed U.S. physicians regarding their experiences and attitudes toward cybersecurity. The findings suggest a strong need for improved cybersecurity education for physicians.
SolarWinds IT Trends Report 2015: Business at the Speed of IT (North America)SolarWinds
A look at the current state of significant new technology adoption, barriers to adoption and needs of IT pros tasked with delivering business impact in North America.
When it comes to the biggest trends in marketing today, our industry is obsessed with channels such as social, voice, and augmented reality as the means for reaching today’s modern audience. And while each plays an important role in the customer journey, new research from Adobe finds a more traditional form of marketing—email—is very much holding its own among newer channels and technologies.
In order to understand how the pandemic is impacting customer behavior, Hero Digital surveyed 1,008 people about how their behaviors have changed since the start of the COVID-19 crisis. The surveys were conducted using Google Surveys between March 23 and 25, 2020.
What People Want: Accenture Public Service Citizen Survey - Wave 2accenture
What do people want from digital government? We asked thousands of citizens across six countries: Australia, France, Germany, Singapore, UK and USA. We suggest a three part agenda for decision makers in governments, public service agencies and digital government program offices: create delightful experiences, focus on public safety and leverage digital platforms to involve citizens.
Adobe COVID-19 Productivity Study: Say ‘buh-bye’ to WFH StigmaAdobe
New research from Adobe, which surveyed more than 1,000 workers in the U.S., has found that working from home due to COVID-19 has, in fact, impacted work habits and productivity — but positively.
Towards the end of 2015, ELITE members were asked to contribute to a survey, compiled by Gary Lloyd, an ELITE member, of the success or otherwise of organisational change initiatives. The results of that survey can now be seen here. It summarise, 159 responses, 110 of those from ELITE members.
Adobe Campaign released findings from its fourth annual consumer email survey, focused on consumers' habits and behavior related to communications, including personal and work email. The report surveyed more than 1,000 white-collar workers in the United States who own a smartphone.
According to a recent EIU survey, nearly 70% of execs say that they consider their organisation's wellness programme to be cost effective. But how is success measured?
'Measuring wellness: From data to insights' is an EIU report sponsored by Humana, which explores the measurement of wellness schemes and uncovers the obstacles to participation and data sharing. Find out more>> bit.ly/MWell1
Future Trends in Recruitment due to the impact of Covid-19Fatema Tandiwala
The impact of COVID-19 has hit businesses in multiple ways, and recruitment is no exception. Your plans to take on more staff may have gone out the window, or conversely, you might be having to hire more people than you’ve ever had to before!
Whatever situation you find yourself in, one thing’s for sure. How your company responds to this unprecedented pandemic will define your relationship with your future hires, staff, and customers.
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.
Impact of Employee Engagement on Performance (Harvard Business Review)Pinky Gonzales
Employee engagement has become a top business priority for senior executives. Yet 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.
Be inspired to live a healthier life through Kiqplan challenges. Our fun workplace challenges highlight the need for change, directing focus on living a healthier lifestyle.
As businesses compete to attract and retain the very best workforce, the role of health and wellbeing in the workplace has steadily grown to become a major consideration for Irish workers. Whether it be physical wellbeing, mental health or mindfulness, a focus on health has now become a necessity for successful businesses of all sizes in Ireland.
This fact can be daunting. Wellbeing – both physical and mental – is a broad term, encompassing as many factors as there are individuals in an organisation. It is easy for business owners and managers to become overwhelmed by their responsibility to their staff, leading to a damaging lack of consideration.
However, looking after employees’ health and wellbeing need not require a large time or financial investment. Businesses of all sizes – from start-ups to SMEs to large corporations – can start by finding out exactly what their staff expects of them and concentrating their efforts in these areas first.
This report, based on a survey of 1,000 Irish adults, shines a light on the most important elements of workplace wellbeing in 2017. This survey reveals what Irish employees value most, how businesses are stacking up and how you can implement a cost-efficient and easy to implement health and wellbeing scheme to your workforce.
Read on to find out the key facts.
This unique research shares insight into the primary engagement drivers of over 600 professionals in the Luxembourg market and how you can use this to drive your organisations performance.
Social activists. Environmental activists. Consumer activists. Activist shareholders. Today, there is no shortage of activists affecting business operations in some way. These stand-up-for-what-is-right campaigners may either be an employer’s best advocates or its worst opponents. In either case, they are change agents.
The current age of hyper transparency requires more public presence of corporate managers. In today’s business world, some of the most valued behaviours include taking part in events, being accessible to the media and available in social networks, sharing new insights and trends, playing a visible role in society or featuring on the corporate video channel.
This document includes detailed percentages about different aspects that show the interdependence between CEO reputation, company reputation, and market value and it’s based on the research The CEO Reputation Premium: Gaining Advantage in the Engagement Era, carried out by Weber Shandwick, in partnership with KRC Research, who sought to quantify the value of CEO reputation and measure the importance of CEO engagement. They conducted a survey of more than 1 700 executives that worked in companies with revenues of $500 million or more and represented 19 countries around the world.
Besides, it explains what CEO’s attitudes are more valued, what activities CEOs should do and what are the core competences for a CEO to Gain a Good Reputation.
It also talks about the perceptions of the highest executive power depending on gender. However, apart from these small differences, the reputations of male and female CEOs contribute approximately the same levels to the market value of their firms.
It ends up with some suggestions to maximize CEO's public presence and benefit corporate reputation.
Document written by Corporate Excellence – Centre for Reputation Leadership, quoting the research The CEO Reputation Premium: Gaining Advantage in the Engagement Era prepared by Weber Shandwick in collaboration with KRC Research in in 19 countries around the world from surveys of more than 1 700 executives of companies invoicing 500 million USD or more and released on March 2015.
How to Manage Your Remote Workforce – What Does The New Norm Look Like post C...Darryl Judd
Times are tough and this pandemic has not only changed the way we go about our daily lives, but the way in which we work. A lot of jobs which previously were not considered suitable to be done remotely, now out of necessity can be undertaken from outside the office.
This report investigates how disinformation — defined as deliberately misleading or biased information — is spread in Canada and includes some comparisons to the U.S. It also explores the perceived breadth of reach and impact of disinformation on trust in society. The survey is based on the annual Institute for Public Relations (IPR) Disinformation in Society report conducted in the U.S. Based on the IPR study and this study, disinformation is increasingly a major problem in both countries. Therefore, understanding the power, perception, and factors that influence of disinformation in Canada is important.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Special Report: How Companies Are Engaging Employees During COVID-19
1. 1
SPECIAL REPORT:
How Companies Are Engaging
Employees During COVID-19
The Institute for Public Relations and Peppercomm surveyed 403 communication executives
and senior leaders to find out how their companies are communicating with and engaging their
workforce during the COVID-19 pandemic. Key topics include what are the most trusted go-
to sources and channels for communicators; how the pandemic has impacted the workforce
including employee satisfaction and productivity; what companies are communicating about
and how they are tracking it; how diversity, equity, and inclusion initiatives have changed; how
companies are preparing for the return-to-work; and best practices for internal communication
during this crisis. Key findings include:
• Communication executives are heavily involved
with the COVID-19 crisis response and nearly
all (93%) said their company’s leadership has
done well.
• More than half of communication executives said
their company is not planning to layoff (55%) or
has not furloughed (67%) employees, but only
31% have made a commitment to not do so.
• Health guidelines and policy changes are the
most-communicated topics to employees.
• Diversity, equity, and inclusion information was
only communicated by 19% of respondents.
• Personal touchpoints were favored to be the
best channels for communicating to employees.
Direct communication through supervisors/
managers (61%) and one-on-one check-
ins (76%) were noted to be “very effective”
channels.
• Internal sources and federal agencies were the
top sources where communication executives
were referring their stakeholders to for more
information.
• Informal feedback and listening tools were the
top methods communication executives used to
track internal communication, but nearly one in
four were not tracking at all.
• The COVID-19 pandemic has had positive
outcomes on employee engagement,
satisfaction, collaboration, and trust in
companies, but productivity overall has declined.
• Most companies (61%) are helping external
stakeholders affected by COVID-19 and have
engaged employees directly in these initiatives.
• More than three-quarters of employees are now
working from home and the number of
employees who will continue working from
home after COVID-19 will increase by 10
percentage points.
• Return-to-work preparations were in the early
stages as only 10% of communication executives
have done “extensive” planning. Specific
changes to the physical work environment are
included in this report.
EXECUTIVE SUMMARY
2. 2
“Our employees are a critical focus for our CEO and the company. This is where
I’m spending most of my time and we want to engage our employees as much as
possible. Our CEO Marc Lautenbach hosted a global town hall where he talked
about what we’re doing at Pitney Bowes followed by a QA with employees all
around the world.
We recognize our employees are under a lot of stress and pressure and we are very
empathetic. Our communication function at Pitney Bowes, even the media relations
team, has shifted their efforts to focusing primarily on internal communication on
a global basis. Without a doubt, we are also seeing an impact within our function
especially in financial communication and government affairs.
This crisis has definitely demonstrated the value communication brings to the
business and brand reputation. I’m cautiously optimistic that across our industry
people will see the important value that communication brings to companies.”
— Bill Hughes,
Chief Communications Officer, Pitney Bowes
How is the company handling COVID-19?
Overall, 93% of respondents said their company was handling the COVID-19 crisis effectively,
with 9-out-of-10 reporting (89%) their company is keeping employees well informed. More
than half said their company was not planning to layoff (55%) or has not furloughed (67%)
employees; nearly one-third (31%) said their company made a commitment to not layoff
employees due to COVID-19. Only 8% said their company was hiring more employees as a
result of COVID-19.
My company’s leadership has handled
the COVID-19 crisis effectively
93% 4%
Agree Neither Agree Nor Disagree Disagree
3%
My company has focused on putting
profits above people
15% 14% 70%
My company is keeping employees well informed
about company changes during the crisis
89% 6% 5%
My company is planning to layoff
employees as a result of COVID-19
14% 31% 55%
My company has furloughed
employees as a result of COVID-19
19% 14% 67%
My company is planning to hire more
employees as a result of COVID-19
8% 25% 67%
My company has made a commitment to not
layoff any employees as a result of COVID-19
31% 36% 34%
Note: Percentages in the tables may not add up to 100% due to rounding
COMMUNICATING TO EMPLOYEES
2
3. 3
How involved is the communication function in communicating internally about COVID-19?
8181++1414++33++22
3%
Somewhat Uninvolved
2%
Not Involved At All
14%
Somewhat Involved
81%
Very Involved
81% of respondents said the
communication function
was VERY involved in
communicating internally.
To what extent is your company’s CEO involved with internal communication?
7575++2121++22++1+1+112%
Somewhat Uninvolved
1%
Don’t Know
21%
Somewhat Involved
75%
Very Involved
Three-quarters of
respondents (75%) said
their CEO was “very involved”
with internal communication.
1%
Not Involved At All
Safety guidelines
COVID-19 updates
New organizational policies and procedures
Work-from-home tips/guidelines
Information about employee physical health
Information about employee mental health
The organization’s financial health
Information about government legislation
Tips for improving productivity
Communication from federal agencies
Information about employee financial health
Information focused diversity, equity, and inclusion
Other
What topics are your communication function communicating to employees about?
Safety guidelines (84%),
COVID-19 updates (79%),
and new organizational
policies and procedures
(75%) were the top three
topics communicated to
employees. Diversity, equity,
and inclusion efforts were
only communicated by 19%
of respondents. In the “other”
category, respondents
said they were sharing
positive stories (including
acknowledgement of front-
line workers) and parenting
resources.
84%
79%
75%
74%
70%
8%
31%
65%
57%
47%
47%
70%39%
35%
19%
19%
Note: Percentages in the tables may not add up to 100% due to rounding
4. 4
What internal communication channels is your company using during COVID-19?
How effective are these channels?
Nearly all respondents used emails (99%) and supervisors/managers (91%) to communicate
internally. One-on-one check-ins (85%) were also frequently used. Direct communication
through supervisors/managers (61%) and one-on-one check-ins (76%) were also noted to be
“very effective” channels. The least effective channels were recorded calls and podcasts.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
HOTLINES
RECORDED
CALLS
LIVESTREAMS
NEWSLETTERS
FEEDBACK-SEEKING
PLATFORMS
NEWS FEEDS
MOBILE
APPS
WEBINARS
INTRANET SOCIAL MEDIA
ONE-ON-ONE
CHECK INS/DISCUSSIONS
SUPERVISORS/
MANAGERS
EMAILS
PODCASTS
%USINGTHECHANNEL
4
“There is no question that the ‘shut-in’ aspect of this crisis makes it very unique. Not only are we grappling with
a concerning health threat, we have to do our work differently from remote locations, and we have to adjust
frequently. This research underscores the need for decisive executive leadership and transparent, authentic
communications that help employees understand what they can be doing to take care of themselves, how the
organization will support their continued wellbeing, and when they will hear more about the future.
The study also reminds us of the strategic imperative to monitor and measure employee sentiment. It is critical
that we solicit and track employee feedback and design engagements and responses that specifically
acknowledge and address their needs. If there is anything positive to come out of such a difficult time, I
believe there will be an enhanced appreciation for cultivating meaningful relationships and building purpose-
driven cultures, but only if we demonstrate that we actively listen.”
— Jennifer Temple,
Chief Communications Officer, Hewlett Packard Enterprise
4
5. 5
50%
44%
41%
40%
39%
Feedback and listening
tools were the top methods
communication executives
used to track internal
communication. Web visits/
downloads (44%), email/
newsletter open rates
(39%), and social media/
engagement metrics (34%)
were also used by less than
half of the respondents. Only
slightly more than one-
quarter (28%) of respondents
surveyed their employees.
One in four respondents
(27%) were not using any
metrics/listening activities
with their employees.
35%
34%
33%
28%
14%
5%
4%
27%
Regular check-ins with employees
by their direct managers
Regular check-ins with employees
by senior management
Web/intranet visits, views,
and downloads
Feedback collected by managers
Feedback sent to HR by employees
Email or newsletter open-rates
Social media and
engagement metrics
Employee surveys
Employee engagement/
satisfaction metric
Calls to hotlines
Other
Employee focus groups
We are currently not measuring or
analyzing engagement with employees
Which of the following research/measurement/listening activities is your organization
doing related to internal communication?
Which of the following sources are you referring your
employees to for more information?
Internal Executives �����������������������������������������������������������������������������������������������������������������������69%
Federal Agencies Within Your Country ��������������������������������������������������������������������������������66%
(e.g., Centers for Disease Control and Prevention, National Health Service)
Internal Media Platform or Source..........................................................................................64%
Local County Agencies and Local Public Health Departments...................................56%
International Health Organizations (e.g., World Health Organization).....................42%
Online Health Websites (e.g., WebMD, Medline Plus)......................................................20%
Social Media (e.g., Facebook, Twitter)...................................................................................20%
A Medical Practice Connected to My Organization...........................................................14%
Mainstream Media Outlets (e.g., The Wall Street Journal, The Financial Times) ���14%
Country Leaders (e.g., Presidents and Prime Ministers)..................................................13%
Other......................................................................................................................................................7%
An Unaffiliated Medical Practice.................................................................................................2%
Most often, internal sources
(internal executives – 69%;
internal media platform/
source – 64%) and federal
agencies (66%) were
the top sources where
communication executives
were referring their
stakeholders to for more
information, by nearly
two-thirds of respondents.
Country leaders (13%) and
unaffiliated medical practices
(2%) were recommended
the least.
6. 6
EMPLOYEE SATISFACTION AND ENGAGEMENT
How has the following increased, stayed the same,
or decreased since COVID-19?
The COVID-19 pandemic has had positive outcomes for
employee engagement satisfaction, collaboration, and trust
in companies. Nearly 2-out-of-3 respondents said employee
engagement had increased, 60% said that employee
collaboration had increased, and nearly half (49%) reported
trust had increased. However, overall productivity had
decreased 40%.
Increased Stayed the Same Decreased
6363++2828++9963%
EMPLOYEE
ENGAGEMENT
28%
9%
2525++3535++4040
25%
EMPLOYEE
PRODUCTIVITY
35%
40%
3232++5252++1616
32%
EMPLOYEE
SATISFACTION
52%
16%
4949++4646++5549%
EMPLOYEE
TRUST
46%
6%
Which of the following best characterizes how you
are engaging employees to help affected external
stakeholders (e.g., customers, the community, etc.)?
We have implemented initiatives to
help external stakeholders affected by
COVID-19, and have engaged employees
directly in these initiatives.
61%
We have implemented initiatives to
help external stakeholders affected by
COVID-19, but employees have limited
involvement in these initiatives.
19%
We have yet to implement
any initiatives to help external
stakeholders affected by COVID-19,
but will do so in the near future.
6%
We are NOT planning at this time
any initiatives to help external
stakeholders affected by COVID-19.
5%
I don’t know. 8%
Kay Sargent,
Director of Global
WorkPlace Practice at HOK
The IPR-Peppercomm study found
that while we are seeing increases
in perceived employee trust,
satisfaction, collaboration, and
engagement in times of COVID-19
(even though more people are
working-from-home), we are also
seeing 40% declines in productivity
(but it’s also up 25%). Any thoughts
about this?
Regarding the increases in trust,
collaboration, and engagement, we are
in a crisis and most people are trying
their hardest to do the right thing.
There is also a feeling of comradery,
and a sense that ‘we are in this
together.’ Many are also afraid of losing
their jobs, so they are working extra
hard to be accessible and of value.
There is also a massive uptick in online
communication and video-sharing so
people are connecting in new ways
and intentionally reaching out. These
scores are likely getting a bump due
to the new situation that we are in and
will likely drop back down to some
degree over time.
With changes to productivity, on
average teleworkers tend to work 10
more hours a week than their office-
bound colleagues, and for those that
don’t have to commute and don’t have
distractions at home – productivity will
go up. But, there can also be as many
distractions at home as there are at
the office – delivery people, laundry,
kids, dogs, the TV and working from
home can be a struggle. Ordinarily,
we wouldn’t attempt this during
school closings with our stir-crazy
children underfoot. Under normal
circumstances we wouldn’t be taxing
the system with everyone trying to
access the network remotely at the
same time. And we wouldn’t have the
distraction of watching a worldwide
crisis unfold with the constant barrage
of updates and alerts.
5858++3232++1010
58%
EMPLOYEE
COLLABORATION
32%
10%
Note: Percentages in the tables may not add up to 100% due to rounding 6
7. 7
RETURNING TO WORK
How will the work-from-home (WFH) workforce change due to COVID-19?
Respondents were asked to estimate the percentage of employees who worked from
home (WFH) before COVID-19, during COVID-19, and after COVID-19. On average, 13% of
employees WFH before COVID-19, compared to 77% during COVID-19, and an estimated
23% following COVID-19.
66% of respondents said that at least three-quarters of their workforce is currently WFH.
Following COVID-19, companies will see an increase in the number of employees WFH,
partly due to increased physical distancing measures in workplaces. The percent of
companies who do not have any employees WFH is estimated to decrease from 32%
before COVID-19 to 19% following COVID-19, a 40% decrease.
% of workforce that is work from home (WFH) Before COVID-19 Now After COVID-19
None 32% 1% 19%
1% to 25% 56% 9% 51%
26% to 50% 6% 16% 20%
51% to 75% 1% 8% 5%
76% to 100% 6% 66% 6%
To what extent have you been planning your employees’ return to the office after
working-from-home (WFH) once restrictions are lifted?
1010++3232++1818++20+20+44++1616
16%
I Don’t Know
10%
Extensive Planning
4%
No Planning Done
and Will Not Do So
32%
Some Planning
Only 42% of respondents
have done at least “some”
planning for when WFH
employees return to the
office.
18%
Very Little Planning
20%
No Planning Done,
But Will Do So
In the Future
Are you planning a phased or gradual return of your WFH employees?
2727++1212++2929++3232
31%
I Don’t Know
27%
Yes
12%
No, We Will Return
All at Once
One-quarter (27%) of
respondents said they
are planning for a phased
or gradual return of their
employees, while 12% said
they will return all at once.
60% of respondents had
not started planning for the
return or did not know.
29%
We Have Not Yet
Started Planning for
The Return of WFH
Employees
Note: Percentages in the tables may not add up to 100% due to rounding
8. 8
What changes are you anticipating to the physical work environment?
Forty three respondents reported their companies were changing the physical workspaces.
Interestingly, some of the results were mixed. While some said they were instituting more
shared spaces and decreasing desk ownership, others were expanding their physical footprint
by adding more walls, private spaces, and distancing measures. Changes include:
Betsy Nurse,
Director of Interiors—Atlanta, HOK
Will social distancing make way for workplace distancing?
With an eye on the health, safety and welfare of their teams, and the need for distancing in
mind, many businesses are likely to rethink their real estate and workplace strategies. At the
same time, it’s important to understand the realities of the situation and the viable actions we
can take now to ensure the workplace is productive and safe.
Alongside a strategic exercise, here are several workplace remedies that can be implemented now:
• More work-from-home opportunities and
flexibility
• Increasing physical distancing of employees
• More shared space, consolidation, or eliminating
desk ownership so team workers can work more
often from home
• Closing shared spaces, creating physical
barriers, adding plexiglass shields, more spaced-
out seating, and adding longer communal tables
• More contact-less meetings
• Decluttering spaces
• Providing policies outlining the maximum
number of people that can be in rooms/shared
spaces at one time
• Banning handshakes
• Automatic-opening doors to ensure no-touch
access
• Conducting on-site temperature checks
• Less business travel
• Transition to unassigned seating that allows
employees to establish their own boundaries and
pick a seat that enables distancing.
• Consider going to a four-day work week and
staggering teams across five days to reduce
density by up to 20 percent on any given day.
• Reorient work points so individuals do not
directly face each other.
• Remove seats at communal tables and in
conference rooms to give people additional
personal space. Or transition these rooms into
scrum spaces by removing the table entirely
to give people more space and eliminate
touchpoints.
• Install voice activation or hands-free controls that
reduce the need to contact commonly touched
items.
• Create clean desk policies that allow surfaces
to be properly cleaned daily and update facility
maintenance contracts to ensure these steps are
taken.
• Switch to VOIP communication technology
instead of phone handsets and eliminate shared
keyboard trays.
• Assign lockers, file drawers or storage cabinets to
individuals to separate personal items.
• Remove trash cans from individual desks and
replace them with a communal location that
consolidates sanitation.
• Establish screening protocols and fever checks
for everyone entering the workplace.
• Increase humidity levels to 40 to 60 percent to
reduce infection. Use portable humidifiers if the
HVAC system does not allow for this.
• Work with building management to improve air
circulation, filtration and ventilation and confirm
cleaning protocols.
8
9. 9
OPEN-ENDED RESPONSES
How are you ensuring Diversity, Equity, and Inclusion remain a priority?
DEI responses were mixed.
Responses were mixed with how the diversity, equity, and inclusion (DEI) efforts of companies are progressing
during the COVID-19 pandemic.
Some leaders discussed the importance of remaining committed to DEI, including continuing their efforts
with the same investment and resources. Others noted that DEI is embedded in everything they do. Some
respondents gave specific steps about how committed they are to DEI, including proceeding with scheduled
planned activities/events, working with their employee resource groups, or ensuring all materials were in multiple
languages. Companies distributed more devices to front-line employees; one respondent noted there is a class
divide between who stays home and who does not, exposing a “significant equity” issue.
Some executives acknowledged that COVID-19 disproportionately impacts minorities, so messaging is different
for these audiences. Others had taken a stand against racism toward the Asian-American community in the
U.S. and held training/educational programs to combat it. Webinars, virtual events, and training related to DEI
for some organizations continued. Taking care of the “most vulnerable” employees were mentioned by several
executives. One respondent said:
“We have a strong sustainability and diversity program in place and this has stayed on track.
We have been very conscious of our most vulnerable staff and have extra care in place for them.”
Others said their DEI efforts were falling behind, they were pausing their efforts, or it was not a focus. Some
leaders referred to diverse activities as not under the traditional lens of diversity, such as different departments
within the company. One comment about DEI included:
“[We are] continuing to highlight stories of team members - from production to working
from home to executive leadership - we try to keep a balanced reporting structure.”
Some communication executives said, “employees are employees,” and all are treated “equally.” Multiple
respondents said DEI efforts are “not important right now,” or DEI efforts do not apply because the company
is on a hiring freeze. Some of the comments included:
“The diversity and inclusion message is largely taking a back-seat to concerns about COVID-19 and safety
measures we’re putting in place. We will resume these efforts once the pandemic has passed.”
“We are in crisis response mode; diversity efforts aren’t on our radar.
We are just trying not to lay off people.”
“It’s not a priority. Making sure that everyone stays safe is priority No. 1. Serving our clients in No. 2.
Saving the business is No. 3. And everyone understands that No. 3 is dependent on Nos. 1 and 2.”
“No idea. Not sure this has even been considered. Doesn’t feel like a priority right now,
but that doesn’t mean that we are being deliberately un-inclusive, you know?”
Carmella Glover,
Executive Director, PRSA Foundation
It’s disheartening to see that so few comms leaders are doing much-needed DEI communication during
COVID-19. The importance of DEI is amplified during a crisis of this magnitude. Yes, companies are
dealing with financial instability and lay-offs, and are rightfully concerned about business continuity and
the wellbeing of all stakeholders, but without DEI-centric strategy and messaging, diversity challenges
in the workplace will be exacerbated. Organizations exercising a tone-deaf crisis response, will dismantle
or significantly set back any work that has been done to build a more diverse and inclusive culture. More
now than ever, diverse groups need equity, not just equality. What is reassuring is that many leaders
recognize the sudden or continued dearth of DEI specific messaging and are working on it because it’s
critical to the health of the business – but for the vast majority, we are just not there yet.
Especially in a time of crisis, we recognize that different audiences require varied communications
approaches for the key message to resonate and to maintain trust. The companies that are getting it
right are proof that it can be done. Those missing the mark and unaware of the impacts make it evident
that coalitions like the Diversity Action Alliance are needed to: 1) drive accountability at the top and
2) stress the importance of and share the best in equitable and inclusive practices. 9
ON DIVERSITY, EQUITY, AND INCLUSION
10. 10
Focusing on mental, physical, and emotional health.
The mental, physical, and emotional health of employees was mentioned frequently by respondents, including
being more understanding and more empathic to employees. One company instituted a staff morale committee.
Virtual happy hours, wellness programs, mindfulness apps and resources, and even digital hubs with interest/
support groups were all mentioned. Others said they encouraged more light-hearted content for employees such
as spotlighting employees or personal, fun, non-work-related topics. Companies also offered resources to working
parents and offered programs to help decrease loneliness and anxiety.
Offering professional development opportunities.
Some respondents said they have increased their professional development and distance learning activities,
including online resource learning centers.
Taking care of furloughed employees.
Some companies offered voluntary furlough to their employees. A few noted that state guidelines mandated
furloughed employees cannot be asked to participate in business activities (emails, meetings, etc.), but their
managers were still checking in with them. Some said they are working very hard to not furlough employees or
were being strategic. One respondent said:
“We have been intentional about how we furlough employees. By creating a rotational cadence and
communicating it weeks in advance, our team has had the opportunity to prepare both financially and
mentally. We’ve shared the furlough between production team members who work in our facilities with our
office team members working from home. To engage our working from home team, we’ve created special
channels to share productivity tips and tricks and connect them to the greater group working from home.”
Keeping current employees informed about changes.
Communication executives suggested consistent key messages across functions, and frequently communicating
with employees from a consistent source, especially the CEO, was a top priority. Also, sharing information
immediately and being accountable were both critically important. Acknowledging the challenges the
organization is facing or acknowledging what they do not know was also mentioned.
To help manage the financial and emotional impact on current employees, respondents outlined some of their
company’s programs. Several noted that salaries, especially at the executive level, had been reduced. One
company stopped matching 401(k) contributions. One HR function asked employees to donate vacation days
to those who cannot work remotely and another said employees could use sick time to “flex” personal needs.
Another said they offered short-term voluntary, part-time programs to full-time employees while preserving their
benefits. Donor-funded employee assistance programs for health and childcare were also noted.
Tailoring messages to specific stakeholders.
Some leaders discussed tailoring their communication to specific internal stakeholders. Different categories of
employees addressed include racial and ethnically diverse employees, parents, employees with mental health
challenges, caregivers, front-line employees, employees who live alone, different generations, low-income, and
those who lack technological resources. A few said they are working on better targeting their communication,
while others said they are not segmenting, but they probably should.
Ensuring a positive transition to virtual work.
Some respondents noted that their companies before the pandemic had discouraged WFH and then had to quickly
change to solely virtual—a significant shift for them. Some had to issue rush orders for laptops and migrate to
internal collaboration tools. Other companies instituted mandatory video calls. Companies had to provide timely
information and guidance to employees through their managers and be flexible with their employees’ hours.
Team meetings, one-on-one check-ins, daily CEO letters and videos, were some of the mentioned new connections.
Companies also offered supplies to their employees. One respondent said they instituted a drive-by pick-up
program where employees can pick up office supplies (pens, paper, hand sanitizer, etc.) as well as protective
equipment. Another organization gave each employee a $1,000 stipend to ensure all employees have adequate
food, medicine, and shelter.
How are you engaging your workforce, including your work from home (WFH) or
furloughed employees?
11. 11
Improve communication in general.
Respondents said they will continue or increase their leader-driven communications. They reported their
need to be nimble and flexible with communication, including rapidly adopting beneficial technologies and
channels. Video communication was frequently mentioned as an added value. Some reported having stronger
relationships with key internal stakeholders during this pandemic. Others noted the use of channel is critical and
they have new technologies available; some said their company is willing to invest more in virtual platforms. One
communication executive said:
“We will facilitate and host more live-stream events both internally and externally. This tech was not available
to us pre-COVID-19 no matter how much we lobbied for it. Now it’s here and everyone sees the value.”
Increase focus on mental and emotional well-being.
Leaders noted the importance of the “human” components of work. The value of in-person time, a greater focus
on the people, and better employee engagement were all mentioned.
Offer more WFH and flex opportunities.
Several respondents said they will work with leaders to see if their organizations can implement more flexible
WFH options. Some noted that their employees will continue to WFH full time, or even more frequently.
Prepare more for crises.
Some communication executives said they hope to be better prepared for future crises, especially concerning
issues management and pandemics. Multiple respondents noted they will practice and test their crisis plan more
often, as well as be better equipped.
Place a stronger importance on internal communication.
Many respondents said that this crisis has demonstrated the value of internal communication (and even the
communication function in general), especially to the C-suite. Respondents talked about increasing strategic
plans related to internal communication and improving the infrastructure. Some noted the importance of
partnership and integration with the HR department as well as collaboration across other functions. Others
realized they need to do a better job of communicating with their prior WFH employees, their regional leaders,
and their non-virtually connected employees. Respondents also noted they would institute more internal surveys
and trackers. One leader said:
“I think this has been a real moment for the internal communication function and
I believe we will see greater investment in this area as a result of COVID-19.”
What will your company do differently following COVID-19?
12. 12
VOICE OF THE CCO
Our Top Priority is the Safety and Well-Being of Our People
Stacey Jones, Head of Corporate Communications, Accenture
With more than 500,000 people serving clients around the world, everyone
was affected by the pandemic, and everyone needed to be reached. With local
conditions varying significantly and changing quickly, urgency was a constant
and required 24/7 decision making and communications.
To provide extra support for our people, we developed “More Together Now,”
which features online resources, including mental wellness, meditation practices,
ways to run virtual meetings to promote inclusion, and chats and support
groups to help people feel better connected despite being physically apart.
Our Global CEO Julie Sweet has regularly communicated important
informational updates and provided reassurance. This included live town
hall broadcasts with an “Ask Me Anything” segment to field questions about
challenges and convey plans for moving forward. These efforts have been
replicated by our local business leaders around the world.
Although Accenture people have a long history of working virtually, we
quickly jumped in to help our clients adapt to what, for many of them, was a
new situation. As one of the largest users of Microsoft Teams globally, we’re
also working closely with Microsoft to help other organizations ramp up their
use of the tool, and we recently launched a Microsoft Teams Rapid Resource
Center on Accenture.com to help organizations at no cost train their people to
put Teams to work quickly.
As we were moving the vast majority of our workforce to remote working, we
started talking about what will be needed for a smooth return to the office.
Because we’re global, it’s a complex, multi-step transition, which will involve
direction from various governments and health authorities in the more than
120 countries where we serve clients. Something we’ve said in almost every
communication from day one, and I think it’s really anchored us, is that the
safety and well-being of our people is and will remain our top priority.
12
13. 13
Managing COVID-19 in Asia-Pacific
Stephen Thomas, Head of Group Brand and Communications, AIA Group
Different countries around the Asia-Pacific region are at different stages of the
pandemic and at a corporate level, this is requiring a proactive, targeted and
multi-dimensional internal communications effort.
On an overarching basis, our people want to be reassured that their health
and safety is paramount and that the company is taking all actions necessary
in order to ensure this is the case. They want to know their efforts to serve
our customers during this time are valued and appreciated. And they want
to know that we will emerge from this most difficult of times with a united,
positive and energized mindset.
On a practical level, many of our people around the region are working from
home. This has seen a significant focus placed on how to work effectively on
a remote basis, including how to utilize technology to best effect. The lock
down combined with travel bans has seen an enormous and spontaneous
increase in the use of Microsoft Teams, and this method of communicating
internally looks here to stay.
For those countries that are not in full lock down, there has been an emphasis
on communicating the safeguards in place to ensure a safe office environment,
which has encompassed wide-ranging topics from temperature checks to
policies regarding masks in the office to scenario planning for what to do if
someone in the office building was to test positive to Covid-19.
We have deployed a ranged of tools to communicate to colleagues, including
microsites, videos, virtual townhalls and messages from the CEO and senior
leaders. The communications effort has required a high level of collaboration
with a range of functions at the company, including Risk, Human Resources,
Corporate Facilities, Technology Operations and Corporate Security.
The crisis has firmly placed a spotlight on the role of internal communications
and this will continue to be the case as we remain in the midst of the
pandemic and then when it is time to emerge the other side of it.
13
14. Methodology
The Institute for Public Relations and Peppercomm conducted a global online survey of
403 communication executives and senior leaders from April 6-12, 2020, to determine how
companies are communicating with and engaging their workforce during the COVID-19
pandemic. The margin of error based on the sample size is +/- 5%, but please note this is
not a random sample.
To give context to the survey, as of April 14, there were 609,531 confirmed cases and 26,057
deaths in the U.S. Globally, more than 2 million people have been infected with 130,000 deaths.
The Institute for Public Relations and Peppercomm would like to thank the following industry
partners for their support with this survey:
To see the full report, visit the webpage:
https://instituteforpr.org/how-companies-are-engaging-employees-during-covid-19/
FOR LEADERSHIP IN PUBLIC RELATIONS
“For the past five weeks, Mubadala has been coordinating
a comprehensive response across our portfolio under the
umbrella of #WeAreDedicated, using our partner companies
around the world and in the United Arab Emirates to show
our unity in helping communities across the globe as we all
work together to keep safe and look to the future.”
— Brian Lott,
Chief Communications Officer, Mubadala Investment Company