Last week I approached the three candidates standing as President Elect to find out a bit more about what they think of internal comms. All three replied instantly so here are the answers from Emma Leech, Gary Taylor and Sarah Hall:
1. What do you think the role of internal comms is inside organisations today?
Emma: Internal communications plays a critical role within organisations. We work in ever more competitive and rapidly changing environments and ensuring we attract and retain the best talent, unlock potential and ideas, and differentiate on excellent and authentic customer service are obvious wins. Less obvious is the tremendous impact that loyalty, engagement, great change management and advocacy can have across the organisation and – very pragmatically – on the bottom line.
I’m also a Fellow of the Institute of Internal Communications and as someone who has worked in the field and now manages a team in this area, I clearly identify with the importance of working with professionals who can listen to the organisation’s heartbeat and respond to it. From using local intelligence to feed into crisis communications and planning, to identifying and helping to tackle strategic business issues, or simply developing messages and campaign opportunities, internal communications has a key role to play.
Gary: The way organisations are changing, it’s more important than ever to communicate – especially change – with staff members. Your staff are the best people to explain, promote and celebrate the good work you’re doing – they need to feel informed and part of the decision-making process. An effective internal communications strategy can help achieve this. Sadly, it’s often shunted to one side, seen as less important that the external communications function or just as the trickle-down of information from the Management Team, at a pace and in a form that suits them, not the staff.
Sarah: Internal comms (IC) is critical for two reasons: there’s an increasing expectation for organisations to be open and transparent; and organisations are striving to become social. The shift to social organisations is a huge opportunity for IC. Figuring out how to move from command and control management, to a more open, networked organisation is a big job and requires a specialist skillset. It’s an issue that will continue play out for IC over the next generation. Although there is much being said about employee advocacy, the notion of employees as advocates won’t sit comfortably with me until the relationship between the organisation and employee is equitable. While this plays out however, the opportunity to use modern platforms such as Facebook at Work, Slack and Yammer as a means of engagement, is a huge opportunity for anyone working within this area.
2. Where do you think CIPR can improve how it supports internal comms people?
Emma: I think we could start by responding proactively to the Inside Group’s agenda. I’ve been amazed at how vibrant and collegiate the Group is and the support of the recent #thebigyak event is a great example of the energy and fresh thinking the Group has to offer. We could learn a lot from that as an Institute. I would want your ideas on how we could provide better training, develop the Diploma, and support professionals in the field. I think there’s a job to be done in actively promoting the very real and financial benefits of great internal communications that will help raise the profile and value of practitioners. I think it’s also important for the CIPR to help support members better as part of their career journey to ensure that internal communications colleagues don’t hit roadblocks in terms of progression which can be a real issue.
Gary: By creating, encouraging and acting as a platform for greater engagement between internal communications practitioners /specialists. There’s a huge body of untapped knowledge that events such as #thebigyak help to release. But too many practitioners – in all areas, not just internal – are left to work on their own, at the mercy of what non-practitioners think is ‘right’. We should be there for them with something they can point to, a source of good practice and latest thinking.
Sarah: Internal comms is an important public relations discipline and it rightly continues to grow in stature as understanding grows of what it can achieve.
The CIPR has a powerful opportunity at its fingertips.
As President-Elect, I’d strive to make the CIPR a best practice model for how IC can transform organisations. I’d look to help IC professionals communicate the value of their work to employers and demonstrate return on investment.
Finally I’d make this burgeoning area of the industry a key aspect of the 70th anniversary celebrations in 2018. It’s an important area of public relations and there are some excellent people within the membership pioneering the way.
3. With all your experience what is your key advice to those working in internal comms?
Emma: My advice to colleagues is to engage, enjoy, learn and make change happen. When you’re closest to an organisation’s issues, you’re often closest to the solutions. Listening is everything. Using that insight to deliver real strategic value is a major strength. Some of the best campaigns I’ve ever been involved with have been internal communications led – a simple conversation that sparked a big idea, change project, recruitment or fundraising idea. We often make the mistake in PR of believing our own hype – great internal communicators bring challenge to that and a truly authentic organisational perspective. That kind of insight is gold dust in business today – sprinkle it wisely!
Gary: You are the communications professional. You do this every day. Depending on your relative position within the organisation it can feel daunting to have to say to the higher-ups “you’re wrong on this” – but your organisation’s reputation (as well as your own) relies on good, professional communications.
Sarah: Internal comms practitioners have an incredibly exciting opportunity. As the C-Suite looks to public relations professionals to make sense of the changing world around them and manage reputation, the value placed on practitioners is growing. I’d urge all IC practitioners to focus on their continuous professional development (CPD). It’s critical to demonstrating your worth in organisational terms. Finally, collaborate to share best practice (as already happens through fantastic initiatives like The Big Yak) and lobby your industry bodies for support in educating employers and the business community about the incredible work you do.