Internal comms: what employees tell us they want…

Connect with the leadership team

As we deliver internal communications reviews for clients across different sectors, we get to hear from hundreds of employees of businesses across the country about what is important to them when it comes to effective communications.

The top three feedback themes have been consistent for the last few years:

“We want to connect with the leadership team on a regular basis”

This remains right at the top of peoples’ lists. They want to hear about how the business is doing, future plans etc. and what means for them, but more they also want to give feedback, share their day to day experiences with customers, and put forward ideas – in other words they want their voice to be heard and they want the leadership team to do more listening! A good IC strategy needs a consistent programme of informal and formal face to face activities plus the ability to connect easily online.

 “We want to discuss the issues that are important to us”

Organisations have got much better in recent years at talking to their people about their agenda i.e. business strategy, priorities, performance – but still aren’t focusing enough on what employees want to know about  and are interested in – the employee agenda. I hear this consistently – they want to hear more about the stuff they care about – plans for the future, outlook for jobs, learning & development, reward and recognition.

 “There’s lots of information available to me – but it’s difficult to make sense of it all”

With the growth in use of social intranets, ESNs like Yammer and Workplace and digital workspaces, the amount of information available to corporate employees to ‘pull’ is huge. But in my reviews they often tell us that it’s all too much – and as they have busy working days  they want help in making sense of it all so they don’t miss the important stuff! I’m often recommending and implementing a regular push digital channel which pushes key business news into peoples’ inboxes in an easily digestible format, driving traffic to key online info as well as having standalone content.  

When did you last ask your people what they think of your internal communications and whether they’re meeting their needs?

The Internal Comms Team can deliver a review for you in as little as 10 days, for as little as 10k plus travel expenses and VAT. Get in touch if you’d like to know more… 



My Top Focus Areas for a Head of Internal Comms

By Jos Harrison

Over the last 14 years I’ve provided interim leadership of internal comms for businesses as diverse as MotoNovo Finance, ITV, Principality Building Society, and Wonga,  and for me the key focus areas have remained pretty much the same – albeit with new technology playing an increasing role.

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What makes a good Internal Communications Manager? By ICT MD Jos Harrison

Jos Harrison

Following our recent popular blog, ‘Top tips for hiring a good Internal Comms interim’, we’ve been asked for our views on the top skills for Internal Comms Managers more generally. Since starting the agency back in 2004, I’ve had the privilege of recruiting many skilled Internal Comms specialists both into our core team of internal comms specialists and our wider associate team. I also recruit for clients when a team build or rebuild has been part of my remit as interim leader of internal comms. Here’s what I look for:

Commerciality and Business Acumen

CEOs want Business Partners who are on their wave length. That means having people with strong business sense who can tap into the leadership team’s view of the organisation, its challenges and opportunities. To earn a voice at the leadership table, today’s IC Managers need to be able to link internal communications plans intrinsically with the business strategy – ultimately supporting the CEO to deliver the business priorities.

Strong people skills at all levels

Of course Internal Comms specialists need to be able to move confidently among the senior team to provide strategic counsel…but they also need to understand the audience. All too often in client reviews, we uncover a disconnect between the leadership and frontline employees who are the lifeblood of an organisation. A successful communications strategy depends on being able to relate to the different audiences and dissolve perceived boundaries and barriers with interactive, two-way channels that connect leaders and employees.

Brilliant writing skills

It should go without saying that an Internal Comms Manager must be able to write well. So I’m frequently amazed by the number of people in the industry who lack this basic skill. From key message development, to drafting announcements, video scripts and blogs, the ability to create accurate, compelling content is fundamental to the role. For me, the first ‘red flag’ is a poorly written CV…it doesn’t make it past our recycling bin.

A creative approach to channels management

The ideal IC Manager will have solid experience of managing the full communications mix. It’s no longer simply about print, face-to-face, email and intranet, but a much broader spectrum that now encompasses Enterprise Social Networks, webinars, Vlogs, infographics… and so on. Companies are increasingly looking for internal comms people who can respond to business challenges in creative and innovative ways that hit the spot – particularly with millennials who are an ever-increasing presence in the workplace.

Great planning and organisation

As an agency we’re often asked for people who are great at pulling together complex plans which reflect increasingly complex work environments. This means factoring in multiple and diverse audiences, cross-geographical teams, international preferences and demanding stakeholders! And there’s a need to control the ‘air traffic’, too. Your Comms Manager needs to be adept at looking several months ahead, planning key launches around to fit with the ‘Business as Usual’ activity, rallying the right people and predicting resource hot spots.

For internal communications advice, support or resources, drop me a line at jos.harrison@internalcommsteam.com.





What makes a good interim Internal Comms Manager? By Sarah Sheasby

If you’ve rarely worked with Internal Communications interims you may be wondering what to look for in the ideal candidate. In our recent social media campaign we shared our views based on what our clients say they value most. Here’s what we said…

They’re one of the team from the start
In most permanent jobs you can expect a settling-in period of a few weeks: with interim resource this is fast-tracked. It’s common for contractors to be called upon to fill unforeseen gaps at times when the pressure’s on…so our clients tell us they need Internal Comms managers who can get up to speed and build their internal networks quickly. They should be assessing the culture and working style from the outset, bringing their wide experience of working in different organisations to bear. Before you know it, they’ll seem like an invaluable member of your team.

They deliver brilliantly, even in challenging environments
Every organisation has its politics and no-one knows this more than an experienced interim Internal Comms Manager. They’ve seen it all…from companies in the throes of mergers and acquisitions, to changes of leadership team, performance issues and resource shortages. Crucially, they don’t let this distract them from the task in hand and will always deliver to a high standard, on time. Resilience is their middle name.

They add value above and beyond
When recruiting an interim Internal Comms Manager, aim for someone who not just delivers brilliantly to your brief but also looks for opportunities to implement continuous improvements while in your team. You might be bringing them in to manage communications for your systems implementation, but they could also be tidying up intranet pages to remove out of date content or improving your e-zine.

They are great at managing stakeholders – even challenging ones
Your ideal interim should be able to deftly manoeuvre around senior leaders with differing views and dynamics without it compromising delivery. The chances are they’ll have encountered similar situations on numerous occasions. A good internal communicator will identify whether they can play a role in reconciling opposing positions or whether it’s best negotiated with care. More generally, you should be able to trust your Internal Comms Manager to keep the right people in the loop with the right level of information at the right time.

They leave you in a good place at the end of their contract
There’s nothing worse than being left high and dry at the end of a contract, with enquiries pouring into your team and no-one to manage them. A conscientious interim will plan in plenty of handover time at the end of the assignment to transition the work into ‘Business As Usual’, ensuring your existing team are well prepped. This includes filing documents, notifying stakeholders and having an ongoing plan for managing the work.

If you need interim support, we can help. We have an in-house team of talented, experienced Internal Comms Managers. Email jos.harrison@internalcommsteam.com if you’d like to know more.



Helping your CEO to be a great communicating leader

So Glassdoor has announced the winners of its annual Employees’ Choice Awards, honouring the Highest Rated CEOs in 2017. The Awards are based on the input of employees who voluntarily provide anonymous feedback on their CEO’s leadership. Read more



Making your managers accountable for communication

The internal communications reviews that we deliver for organisations across a variety of different sectors reinforce that line managers remain a critical channel for most organisations, despite the growth of enterprise social networks and digital channels inevitably leading to more ‘direct’ communication.

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Our Top Ten Reasons to put Face To Face Communication at the heart of your internal comms strategy

We have been conducting our Internal Communications Reviews now for 12 years and one thing we always look for is a rhythm of face to face communication throughout the organisation, from regular team meetings and ‘town halls’ to listening lunches.

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Our Top 3 Current Themes for Internal Comms – Updated

Every six months or so we reflect on the internal communications reviews we’ve completed and the trends we’re seeing from our work with organisations across different sectors. Take a read through our current Top 3, with our usual challenge to internal communications teams.

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6 things for IC Managers to think about for 2015

With the Summer drawing to a close and the Autumn almost upon us, Internal Comms Managers are starting to turn their attention to their strategy and plans for next year. Drawing on our Internal Communications Review work and experience over the last year here are some things to think about to ensure your internal communications continue to help your organisation deliver its strategy and goals.

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