22 December 2008
Communication survey reveals big challenges for communicators
Recipe for riding out the downturn is to "cut out waste and do more for less".
Communication and campaigns agency Karian and Box, recently published its “iC Survey 2008”, a study of UK internal communication in the past 2 years.
The study follows up on its 2006 benchmark research and shows organizations are battening down the hatches and asking communicators to focus almost exclusively on activities to get them through the next 2 years.
Budgets are tighter, delivering operational targets is more urgent and change is prevalent.
Consistent, compelling story
Founder Ghassan Karian says this situation is the life of today’s communicator – and for the next 18-24 months. “The recipe for riding out this turbulence is to cut out waste and do more for less,” he says.
“Organizations also need to tell a consistent, compelling story through a handful of campaigns across the year. Critically, leaders need to keep their finger on the pulse – regularly measuring what their people are saying and doing. That way, they can take the action necessary to keep people focused and engaged,” Karian says.
Engagement on a budget
When the 2006 iC Survey was undertaken, the world was still basking in the afterglow of one of the longest periods of economic growth in the last 100 years. But now, organizations are undertaking cost cutting and looking for better value from internal communication and employee engagement.
In the Hub article How to raise employee morale on a budget 
Natasha Basson, of Behind The Line Communication consultants, advises how you can improve morale levels when budget is low or non-existent.
"If budget is low because you’re at the end of your financial year, it's a perfect time to celebrate the milestones of the past year," she says. "Use an electronic campaign or design your own posters and print them on the office equipment. The aim should be to recognize the contribution of different teams to the company’s success throughout the year."
If budget is low because you’re at the end of your financial year, it's a perfect time to celebrate the milestones of the past year.
For your online campaign, Basson suggests you design a webpage that lists the highlights of the year. "Get employees to contribute by saying what was a highlight in their department, and how they’ve made a difference as individuals or teams," she says.
Changing role of internal communication
The report provides a clear picture of an industry in flux. Findings include:
- A greater emphasis is now on managing and communicating change: Around 90% of communicators say change activity forms a key part of their role, representing an 11% increase since 2006. Nearly 80% say communication to support immediate business priorities is a key part of their role compared to 50% in 2006. This demonstrates the increasing focus on delivering operational targets in a tougher economic climate.
- Measurement is still not a fact of life when it comes to managing internal communication: 50% say their organization measures employee satisfaction and engagement every year or so. But only 40% say they regularly measure communication impact on awareness, understanding and support for current business priorities. However, 54% say their organizations review business decisions in the light of employee feedback from engagement and satisfaction surveys.
- Budgets are falling: For example, 24% of respondents in 2006 had communication budgets of £100,000-£250,000, which has decreased to 18% today. Similarly, the percentage with budgets less than £100,000 has increased from 57% to 65%.
A time of opportunities for communicators
The report says many organizations are still looking for individuals with the seniority, strategic capabilities and creativity to re-shape and deliver internal communication – a focus with a positive development potential as the profession matures.
While facing tough economic challenges, the profession also faces a significant opportunity because organizations need insight and action to help mobilize employees during change.
With more change and a tougher climate, this requirement is becoming acute. An interesting by-product of restructuring internal communication is the expanding freelance and interim market.
Interim appointments
Last month, the Hub spoke with James Harkness, (pictured right), founding partner of internal communication specialists HarknessKennett, about his market observations and why interim employees can work well within the business.
“What we’re seeing is a need for more senior people, particularly with change experience,” Harkness says.
“If I go back to my own time in-house, interims were more at a craft level. They used to be junior appointments, recruited to help with a specific task. Now, clients are more used to bringing in interims at senior levels in a change project.”
Harkness suggests several benefits in employing senior interims to help embed organizational change. They:
Budgets are tighter, delivering operational targets is more urgent and change is prevalent.
- become close team members, often working from the client’s site;
- quickly understand the organization’s culture, how its processes work and what makes the senior people tick;
- bring an impartial external view; and
- retain a clear delivery focus – they're less likely to be sucked into other tasks.
Becoming a consultant
The 2008 report says the freelance and interim contractors market has ballooned in the last 5 years and expanded particularly rapidly since 2006.
Earlier this year, the Hub spoke with independent coach, trainer, facilitator and communication specialist, Sally Hinder (pictured, left), and asked her advice for communication professionals considering shifting from a practitioner role to starting their own consultancy.
"I can honestly say I've learned more in the last 18 months of going it alone than in my whole career and loved every minute of it," she says. "I've been taken out of my comfort zone more times than ever before and challenged beyond measure. But it’s been wonderful and I can’t see myself ever going back." Hinder's advice includes:
- Plan thoroughly and explore what’s out there. Have a really strong business plan, ideally one which offers you variety in what you can offer but be willing to be flexible. I spent a year planning what it could look like for me and had some help from a career coach who helped me to shape it into a more concrete plan.
- Go for it. Many people thought I was mad to be leaving a good job in the City but I didn’t let them affect my decision.
- Be patient and don’t expect things to happen overnight – build up those relationships and keep on the lookout for new ways of working.
- Be prepared to be flexible – there may not be the exact interim job you’re looking for so be prepared to travel or to bide your time. Factor in some flexibility as a fall-back option.
- Be prepared for the fact that you may not be part of a regular team. Think about who you can call to gossip about your weekend instead of your work colleagues. Think about how you might feel working from home more frequently. It sounds wonderful to some, but others may get bored with their own company. Make sure you have people to socialize with in a work context.
Have your say
To what extent do the survey findings match your organization? Do you see the potential for internal communication professionals, in spite of the tough times ahead? What are your budget priorities? Or do you have plans to become and independent consultant?
NOT A MEMBER?
Sign up nowSign up for a free 7-day trial to the Hub and receive a free report - An Employee Engagement Toolkit!
Recommended resources:
How do your salary, department size and budget compare on a worldwide scale?
Interim appointments: the pros and cons
Making company strategy resonate at Avaya
Get the lowdown on employee engagement essentials
Got a news story? Contact the newsdesk