What the Future Holds for Internal Communications
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Transcript of What the Future Holds for Internal Communications
CONTENTS
1
ARTIFICIAL INTELLIGENCE
A FOCUS ON MANAGERS
A STRATEGIC FUNCTION
THE EMPLOYEE EXPERIENCE
EMPLOYEE FEEDBACK0
20
30
40
50
DIGITAL CULTURE60
EMPLOYEE FEEDBACK01 4
Only 4% of HR Managers think their system of accessing employees is effective at measuring performance - and 83% say their systems need an overhaul.
(CEB Global, 2015)
HIGHLY ENGAGED
ENGAGED
SOMEWHAT ENGAGED
SOMEWHAT DISENGAGED
DISENGAGED
51.5%56.1%
68.4% 74.1%77.8%
ANNUAL PERFORMANCE REVIEWUSAGE, BY ENGAGEMENT LEVEL
Source: State of Employee Feedback, 2016
EMPLOYEE FEEDBACK01 5
Fortunately we’re in the midst of a pretty significant transformation in the business landscape around performance management.
With lots of experimentation in:
Continuous Feedback Processes
Peer-to-peer Recognition Programs
Use o
f
new t
ech
EMPLOYEE FEEDBACK01 6
Because the recognition is peer-to-peer,
it feels less like a performance review,
and more like an organic expression of
gratitude. Hugely motivating.
Source: Harvard Business Review, 2016
PEER-TO-PEER RECOGNITION PROGRAMS
EMPLOYEE FEEDBACK01 7
Peer recognition also leads to a stronger sense of being part of a hard-working and high-achieving team.
Source: Rob Peters, CEO Standard of Trust
Recognition is becoming more specific and
personal, which is a strength of peer-to-peer
recognition.
EMPLOYEE FEEDBACK01 8
CONTINUOUS FEEDBACKPROCESSES
During the year, new things will come along. Employees are iterating and experimenting, and oftentimes that means they’re not necessarily working towards what they originally listed as an annual objective. Nevertheless, employees would end up in an irrelevant discussion in December, trying to assess whether they’d fulfilled the goals they’d drafted 11 months earlier.
Source: Diane GhersonIBM’s Chief Human Resource Officer
EMPLOYEE FEEDBACK01 9
According to PwC, nearly 60% of survey respondents reported that they would like feedback on a daily or weekly basis – a number that increased to 72% for employees under the age of 30.
Furthermore, 80% of GEN Y said that they would prefer on the spot feedback and recognition over more formal reviews.
Source: PwC Millennials at work Reshaping the workplace
EMPLOYEE FEEDBACK01 10
CONTINUOUS PEER-TO-PEER RECOGNITION PROGRAMS
It looks at the process, and not just the end result.
It does not solely involve a 'final grade'. This helps to reduce the fear of
Trying new things is the only way to develop performance. That's why continuous peer-to-peer feedback could be the answer:
failure that many employees experience when they try new things.
EMPLOYEE FEEDBACK01 11
Josh Bersin,Deloitte (2016)
A new market has emerged: Employee feedback apps for the corporate marketplace.
These tools are powerful and disruptive, and they have the potential to redefine how we manage our organisations.
USE
NEWTECH
OF
EMPLOYEE FEEDBACK01 12
USE OF NEW TECH HAS GIVEN
A Pulse Survey is a fast and frequent survey tool, that gives a quick insight into the health of an organisation.
They provide, amongst other things...
RISE TO PULSE SURVEYS
Source: 6Q, the employee engagement survey system
EMPLOYEE FEEDBACK01 13
Encourages open communication
Detailed information on the organisation
Near real-time measurement of employee satisfaction
Frequent reminder that leadership values employee feedback
Helps direct future employee engagement activities
Improves employee health & happiness
HIGHER RESPONSE RATES
THAN ANNUAL SURVEYS
A FOCUS ON MANAGERS03 15ARTIFICIAL INTELLIGENCE02 15
Source: Mckinsey & Company, 2016
Artificial Intelligence looks set to cause great disruption in the world of work. With anything that can be automated, likely to be.
A FOCUS ON MANAGERS03 16ARTIFICIAL INTELLIGENCE02 16
Ultimately AI will understand who needs to be connected with what and whom. Which it will achieve through the creation of a Knowledge Graph.
Save & index every single document, message or file. Not only that, it will be able to connect eveything of relevance together.
Source: MIT Sloan Management Review, 2016
IN THE WORKPLACE, AI WILL:
A FOCUS ON MANAGERS03 17ARTIFICIAL INTELLIGENCE02 17
Reid Hoffman, LinkedIn Cofounder 2016
The knowledge graph will represent the interconnection of all the data and communications within your company.
Just as a social graph represents the interconnection of relationships in an online social network.
KNOWLEDGE GRAPH
A FOCUS ON MANAGERS03 18ARTIFICIAL INTELLIGENCE02 18
1. IMPROVED UNDERSTANDING AND INTELLIGENCE
A Knowledge Graph will allow Internal Communications teams to measure, identify and provide effective solutions for less tangible workplace factors, such as sentiment; e.g. sentiment towards certain campaigns, policies or business decisions.
BENEFITS OF AI FOR INTERNAL COMMS:
A FOCUS ON MANAGERS03 19ARTIFICIAL INTELLIGENCE02 19
2. FEEDBACK AND PERFORMANCE REVIEWS
For the majority of jobs, reviews tend to be subjective in nature.
AI can identify every behaviour, idea and action that an employee makes. Allowing their value to be objectively measured.
Clear strengths, weaknesses and areas for improvement can be easily and quickly highlighted.
AI will change that.
A FOCUS ON MANAGERS03 20ARTIFICIAL INTELLIGENCE02 20
3. EMPLOYEE TRAINING and ONBOARDING
The Knowledge Graph will be able to answer any question a new recruit may have. Furthermore:
AI can quickly bring the new recruit up to speed on past and current projects, as well as the outcome of recent meetings.
AI can serve up things it deems the new employee should learn and understand.
A FOCUS ON MANAGERS03 21ARTIFICIAL INTELLIGENCE02 21
4. Redefining Management
54%30%
10%
7%
Developing people & engaging with stakeholders
Solving problems &collaborating
Strategy & Innovation
Administrative coordination &
control
How managers spend their time.
Source: Accenture survey 2016
A FOCUS ON MANAGERS03 22ARTIFICIAL INTELLIGENCE02 22
Bots can do many admin tasks much better and faster than their human counterparts. This will free managers up to focus on the things they as humans are better at doing.
It’s important to view AI as a colleague.
and not as a competitor or replacement.
Source: Harvard Business Review, 2016
A FOCUS ON MANAGERS03 24
When it comes to identifying the drivers of employee engagement, numerous studies, organisations and foremost thinkers all recognise there being one single most important variable:
Source: CIPD, 2016
THE QUALITY OF THE RELATIONSHIP BETWEEN EMPLOYEES AND THEIR
DIRECT MANAGERS OR SUPERVISORS.
A FOCUS ON MANAGERS03 25
They’ve become reliant on one-way digital channels, e.g:
Manager toolkits
E-newsletters Email
announcements
The cascading of information in an organisation, has led to managers arguably becoming too focussed on
passing information down.
A FOCUS ON MANAGERS03 26
Help is at hand for managers in creating
better two-way dialogue, and it comes in the form of social media channels.
In 2017, leadership and management must recognise that the use of social media is not a nice to have, but a fundamental skill that they must have as managers.
Source: Chartered Management Institute, 2016
A FOCUS ON MANAGERS03 27
To see why else a focus on management communications is so important, it's worth looking at the main types of Internal Communications between employees.
Of which there can be said to be four:
1. Management to non-management employees
2. Non-management employees to management
3. Non-management employees to non-management employees
4. Management to management
A FOCUS ON MANAGERS03 28
For some reason, management to
management communications
seem to have been neglected.
A FOCUS ON MANAGERS03 29
IC pro's need to understand the types of behaviours that are needed to help improve the flow of information from manager to manager, so that the right tools and training can be made available to them.
A FOCUS ON MANAGERS03 30
Source: The 2016 Deloitte Millennial Survey - Winning over the next generation of leaders
In fact, understanding of the workforce has revealed that the next generation of managers – millennials – feel woefully under prepared for management.
A FOCUS ON MANAGERS03 31
And what with it being widely cited that employees rate their manager’s
communication skills as poor...
...Manager communications is an area that must be prioritised by organisations in 2017.
Source: Gallup, 2015
A STRATEGIC FUNCTION04 33
It has become clear that there are a number of changes in the workplace that are driving the need for far more strategic internal communications.
A STRATEGIC FUNCTION04 34
1. Millennials. They demand to have a clear purpose and want to work for organisations with distinct values that they themselves share.
2. The rise of internal social media. Organisations must understand how the use of social media can support business objectives.
A STRATEGIC FUNCTION04 35
3. The demand for more internal communications, often with less resource. A need to prioritise comms, ensuring all comms are linked to business strategy.
4. The development of metrics to determine employee engagement and outcomes of internal comms. IC being held far more accountable for their actions.
A STRATEGIC FUNCTION04 36
And more specifically on the outcomes of engagement:
EMPLOYEE PERFORMANCE
INCREASES IN
Engagement for Engagement Sake
Internal communications need to focus less on simply
Source: CIO, 2016
A STRATEGIC FUNCTION04 37
Most initiatives do not fail because of missing ideas or concepts. They fail because the intentions, goals and hard information do not properly reach their often company-wide audience.
Good ideas need good strategy to realise their potential
Frank Wolf, Staffbase
Reid Hoffman, Founder, LinkedIn
A STRATEGIC FUNCTION04 38
Some of the ways by which Internal Communications can get more strategic:
Internal Communications must continually reinforce the core values of the organisation. Ultimately, these values should be reflected in employee behaviour and output.
1. ALIGNED WITH VALUES
A STRATEGIC FUNCTION04 39
2. FORMING STRATEGIC PARTNERSHIPS WITH OTHER DEPARTMENTS
The Internal Communications function simply cannot be strategic by itself. It has to form partnerships with all other areas of the business if its strategy is to be effective.
A STRATEGIC FUNCTION04 40
What should be obvious is how any internal communications strategy must be tied to a business goal. This helps leadership to recognise the importance of internal communications.
3. LEADERSHIP BEING REALLY CLEAR ON THE LINK BETWEEN INTERNAL COMMUNICATIONS ACTIVITY AND THE OVERALL BUSINESS STRATEGY
A STRATEGIC FUNCTION04 41
Savers do what they are told to do and what is expected of them. Investors are different.
They continually invest in themselves, looking for new opportunities to develop themselves at work.
4. HELP CREATE INVESTORS, INSTEAD OF SAVERS
Source: Jane sparrow, 2016
A STRATEGIC FUNCTION04 42
This is to ensure everyone is clear on - and driven by - theirs, and the common purpose.
Internal Communications NEEDS TO have A seat at the strategic table.
THE EMPLOYEE EXPERIENCE05 44
MANY Organisations ARE IMPROVING THEIR CUSTOMER experience, BY USING AN employee-centric APPROACH.
Tempkin group, 2015
THE EMPLOYEE EXPERIENCE05 45
1. The ongoing war for talent
2. Millennial mind-set
3. Employees want a ‘consumer-like’ experience at work.
4. Relationship between customer experience and employee experience.
5. Employee Engagement linked to productivity
A requirement, largely being driven by five key trends:
Source: IBM Institute for Business Value.
THE EMPLOYEE EXPERIENCE05 46
Key components of the Employee Experience:
Physical Environment
Tools & Technologies
Connections & relationships
Source: Jeanne Meister, Forbes 2017
THE EMPLOYEE EXPERIENCE05 47
A good way of approaching the three key components of the employee experience, is to map the employee journey:
to ongoing engagement and communication
to retirement, resignation or termination
Organisations should understand all the steps an employee goes
through on their journey.
From recruitment and onboarding
THE EMPLOYEE EXPERIENCE05 48
1. The areas that need to be addressed to improve the Employee Experience.
2. The touch-points through which organisations should ensure the companies brand values and attributes are being experienced and brought to life.
Mapping the employee journey will identify:
THE EMPLOYEE EXPERIENCE05 49
Ultimately the design of the employee experience must result in a personalised experience for each and every employee.
Source: IBM Institute for Business Value.
DIGITAL CULTURE06 51
SIMPLY JUST SWITCHING ON NEW TECHNOLOGY DOESN T CUT IT.'' '
The right culture and employee behaviour must be in place beforehand to support new digital tools.
Therefore change management programs and a focus on digital literacy are key for successful adoption of new digital tools.
Source: Paul Miller - Digital Workplace Group
DIGITAL CULTURE06 52
LEADERSHIP BECOMING FAR MORE DIGITAL
Leaders will not only use digital channels more heavily as a way to help lead. But their use of digital – leading by example – will be a way of increasing adoption of digital tools throughout an organisation.
Source: Deloitte - Building your digital DNA.
DIGITAL CULTURE06 53
Long, lengthy emails that sit within long, messy email chains are not how employees want to communicate with one another.
Employees want to communicate in the same way as they do in the consumer world.
Instant messaging is also better suited to the mobile way in which employees are working.
INSTANT MESSAGING
Source: Business 2 Community, 2016
DIGITAL CULTURE06 54
INTELLIGENT INSTANT MESSAGING
‘Intelligent Bots’ are what will eventually do a lot of the instant messaging on behalf of employees. Bots will be equipped with Artificial Intelligence to know what information employees are after and where to get it from.
They will become your intelligent digital colleague, and your link to the entire digital workplace.
DIGITAL CULTURE06 55
INTRANETS HAVE BECOME THE FRONT DOOR TO THE WIDER DIGITAL WORKPLACE.
No longer are Intranets merely a dumping ground for latest company news and links.
Intranets will continue to be important and will further evolve to the needs of a mobile, remote workforce.
Source: James Robertson, 2017
DIGITAL CULTURE06 56
AUGMENTED REALITY
The obvious success of Pokemon Go in the consumer world, highlights the huge potential Augmented Reality technology – when gamified – has when incorporated within the workplace.
The integration of the real world with a virtual one provides opportunities for how employees not only perform their role, but how they learn and develop, and work with others.
DIGITAL CULTURE06 57
VIRTUAL REALITY
Facebook’s purchase of Oculus Rift, shows that Zuckerberg is betting big on VR being a dominant communications channel.
You’ll see this technology being used more and more in the workplace. Learning, team based working scenarios and team communications are all things that can be done in a completely immersive and truly engaging way.
CONCLUSIONWe hope you found our internal communication trends helpful.
You can keep up to date with all of our internal communications thinking at our blog (rimadesign.com/blog).
To make sure you never miss a thing you can follow us on Twitter @rima_design And linkedIn
It would be great to know what you thought about the trends we’ve covered. And of course, if you’d like any further info or help on any of the topics covered then please don’t hesitate to get in touch.
We’re a 30 year old independent design agency who specialise in internal communications.
We work with a number of large corporate clients and for a couple of them we are also responsible for their in-house design function.
To find out a bit more about us then simply take a look at our website or get in touch.
About us…
[email protected] | Tel: +44 (0) 207 902 1310
THANKS!
REFERENCES
59
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