Engagement can be temporary

 I’ve always been intrigued by the challenge of engaging temporary or seasonal workers so they live up to your values and represent the company effectively. After all, no-one dealing with them knows or cares whether they are temporary recruits or long-term company stalwarts.

It's a fascinating challenge from a business perspective, particularly if you’re bringing in large numbers of temps for a busy period or a particular event. Having been a seasonal worker myself, back in the day, I can testify that it’s interesting to the individual, too. You want to know what’s expected of you to fulfil your brief, whether it’s for one day or several weeks.

I can’t recall much preparation when I was in that position, which either shows the company had great confidence in its recruitment process or (perhaps more likely) suggests that onboarding did not receive the focus it gets today.

However, my experience at a recent festival suggests at least one organisation is doing it well.

Thousands of people, in a massive open-air venue, with a series of different tents or stages and changeable weather throughout the day. Seas of people with lots of questions, seeking directions to facilities or information on timings (and a whole lot of other random queries!). Yet every representative I spoke to or heard interacting with others was unfailingly calm, clear and polite. They went beyond merely answering questions to provide extra levels of detail, walk people towards where they needed to go, wish them an enjoyable day.

I’ve been to plenty of events over the years where the experience of dealing with those representatives has been disappointing, to say the least. It was very refreshing to encounter an organiser that clearly puts a great deal of emphasis not only on recruiting the right people, but on preparing them for their role, even if it was for just one day.

We are not magicians…

Lately, I’ve seen posts on here discussing how colleagues in HR or other corporate functions are not magicians. The same can be said of internal communicators! 

We can be strategic, insightful, creative and innovative: often all at once.  We can share sweeping visions and deliver pragmatic plans. But we need trust, input and empowerment from the colleagues we’re supporting.

For while we can create something from nothing – and often do! – we’ll add far more value for our companies if we’re treated as true business partners, with the involvement, briefing and collaboration this requires.

My worst example was being asked to come up with a new set of values for a large company within a couple of hours. I still shudder when I think of it. And no, I don’t want to be reminded of what I wrote.

As a profession, we’ll always bring a little alchemy to any company, just don’t expect us to be able to pull a rabbit out of the hat on every occasion!

Cracking the manager communication conundrum

 Depressing when things go round in circles, isn’t it?

In 2009, Engaging for Success identified managers as one of the enablers of effective employee engagement, with the importance of effective communication very evident. That was hardly the first time the issue had been highlighted, so why are we still hearing so many concerns about managers and communication capabilities? Why, after so many years, have we not ‘cracked it’?

For me, the root of the issue lies in the way we prepare people to become managers. Generally we still promote people based on technical skills rather than people management abilities. And when we do so, we don’t put enough emphasis on developing management capabilities: communication being one of them. Yes, there are occasional courses, either bespoke or ‘off the shelf’, but it’s rarely an area for consistent coaching or support. And it often falls by the wayside in the face of other priorities.

As a result, we never really address the issue, leading to more hand wringing in conversations and conferences across the land. If we could establish a more consistent focus on communication as a core skill for managers, it would surely strengthen culture and bring benefits to employers and employees alike. It would require time, commitment and investment, but perhaps we could finally consign this repetitive conversation to the past.

Let’s not lose the human touch

 

Internal communicators have a lot thank technology for. We have many more tools and platforms than were available even five years ago, giving us more ways of building closer connections with employees. But is tech always the right solution?

I worry that there is so much attention on different tools to seek views or track sentiment that we are losing focus on human interaction. That a new platform can actually increase the distance between employers and employees rather than reduce it.

Rather than reaching for a new tool of some kind (and the ever-growing array of suppliers willing to sell us one), I feel we should be spending more time on helping our leaders and managers reach into our organisations, to connect with colleagues and have open and productive discussions. That will help us strengthen the culture of engagement far more than a shiny new platform alone, however sophisticated that may be.

People are still people

Tomorrow marks 43 years since Depeche Mode released their first album in the UK. 43 YEARS! Where has that time gone?! Anyway, it made me recall this piece from five years ago, which I feel still holds true...

I suspect few would have synth-pop legends Depeche Mode down as pioneers of employee engagement. But the more complex that participants in this field try to make it, the more their simple refrain ‘People are people’ appeals.

The articulation and application of labels to groups in the workforce has almost become an industry in its own right. To be fair, it’s not just this profession: many protagonists have helped to light the fire, but we avidly fan the flames. And I’m not sure it’s doing us or our organisations any favours.

Supporters argue that such segmentation helps us make sense of changing workforce needs. Detractors say that it introduces massive generalisations that don’t help anyone.

Cynics might argue that developing new labels provides an opportunity to sell something different.

There’s probably some truth in each case. But I feel that developing labels has become a distraction from our core challenge of understanding and responding to the needs of our particular organisations and their people.  

Let’s get back to some basics and the principles that those boys from Basildon espoused more than 30 years ago. Let’s understand our people as they are. Not through the lens of a label that is foisted upon them. 

Simplicity scores

Ever seen an organisation with a 50-slide corporate narrative?

I was reminded of one last week. It was one of those decks where the authors - and I suspect there were many of them - used an awful lot of words without saying much at all.

Apart from the challenge of wading through such a lot of material, how is any reader going to identify and assimilate key messages? How is anyone expected to use the document as a practical tool to aid engagement with stakeholders?

If you can’t get your core story on a page, then you have too complex a story. It’s time to review, prioritise and refine the content. There are ways of expanding or amplifying its themes for different audiences, adding more depth or detail when required for specific groups, but the core story should always be clear, compelling and – crucially – concise. Otherwise it will not do the job your company needs it to.

Purpose must be practical

I am a big fan of articulating an organisation’s purpose, but only if it is accompanied by action.  

A purpose statement might read wonderfully and look lovely on a slide or website. But what are companies doing to engage employees in what the purpose actually means? To help teams and individuals align activities? To introduce it to new (or potential) colleagues?

Ideally, employees will have already contributed to shaping the purpose by sharing views of why the organisation exists and what difference it makes. Even if they have – and especially if they haven’t – the company has to help them understand what an articulated purpose should mean for their work. Guide them on how to put it into practice. Equip teams to challenge their own behaviours and strengthen alignment.

That’s why any purpose statement should be a practical tool, not just a fine set of words. The articulation is just the starting point of a process to embed what it really means across the company. Without that, any statement risks becoming a house built on sand.

What do I do now?

 “What do I do now?”, asked the UK band Sleeper some years ago.     

Admittedly, this was in a very different context to internal  communication, but I was reminded of it last week, having seen some (non-client!) communications that lacked a clear call to action. Why put so much effort into developing materials that connect with your audience, but then fail to show them what’s next?

This only creates frustration among readers. No matter what the topic, or the channel(s) you’re using, provide a clear route forward (e.g. specific actions, sources of further information, feedback loops). Don’t leave them guessing or trying to work it out for themselves.

And if you know the Sleeper song I mentioned, you now have an earworm for the rest of the day. You’re welcome.

Maintaining lifelong learning

How can you keep learning in a micro agency? When you’re deliberately small and encouragingly busy?

My thirst for self-development remains unabated, even after nearly 30 years in this field. I’m always eager to learn new things, to explore different angles on the employer-employee relationship, to build my knowledge of emerging techniques. It enables me to keep growing and helps me strengthen my support for (and sharing of new tools with) the clients and partners I work with.

However, it’s not always easy to get to in-person learning events or attend day-long conferences. It can be difficult to commit in advance, given that client needs can change rapidly. And as a consultant, you are sometimes excluded anyway (I did register for one event, but was rejected the next day and told I was not welcome. In those exact terms!).

So kudos to the organisations hosting webinars to which everyone is invited. Some are sponsored by service providers, others are not. Some have an entrance fee, others are free. Many are available afterwards on-demand. The range of such opportunities is expanding and I’m setting aside a couple of hours every week for sessions directly related, or providing wider context, to my field of internal communication and employee engagement. Over the last month, for example, this has involved events from the IOD, IABC and CIPD.

Online learning will never replace in-person interaction, and I am hoping to get to more such events and meet more people in 2024. But there is an ever-growing range of online options in the meantime…

The new sweetcomms.com

Sometimes, you have to recognise that your skillset isn’t sufficient.

With that in mind, I am pleased to share the new Sweet Comms website. As we approach nearly a decade in business (where did that time go?), I have finally admitted that my rudimentary website skills need support! So the lovely people at GoDaddy have helped me build a new site. 

In practice, little has changed. We’re still offering the same blend of strategic advice and hands-on support to help employers connect and communicate with their people. We’re just promoting our services through a shiny new site.

We hope you like it. And if it prompts you to think about how we could help you, do get in touch.

The more things change, the more they stay the same

There has been quite a bit of commentary following the publication of IC Index 2023 this month. The Institute of Internal Communication and Ipsos Karian and Box have delivered a comprehensive and rigorous report, which contains real insights - but also some reminders of persistent concerns.

Take trust in CEO communication, for example. Worryingly, the report shows that only 54% of employees trust what their CEO communicates. It’s a concern that has echoed through the years. Many leaders and internal communicators are still seeking to resolve it.

Another example: more than half of employees do not see their organisations listening to and acting on feedback. Again, a long-standing issue, on which the dial does not seem to be moving - despite all the options available. This is more about culture than capability: if organisations aren’t really committed to fostering genuine dialogue, no technology can fix it.

The report also shows that many employees want to hear more from managers, yet one in three of those managers feels ill-equipped to lead conversations. Managers clearly need support - but it is a familiar cry for help. It’s frustrating to see such issues persist, nearly 15 years after the MacLeod Review highlighted ‘engaging managers’ as a crucial enabler of employee engagement. Of course, that Review also identified a strong strategic narrative and employee voice as two other drivers...

There is much in this report for communicators to consider in the context of their own organisation. There are important insights, such as the 15 minutes we have to connect with employees each day. There are also some nuggets that challenge received wisdom (for example, the fact that email remains the preferred method for employees to receive news may put a dent in ‘shiny new toy syndrome’). However, it’s disappointing that so many long-standing issues remain unresolved and to see the impact these have on employees.

Surely, now is the time to take action.

The company walk

 A few years ago, my client Renishaw introduced me to their  ‘company walk’:  not a Monty Python-esque affectation, but an informal practice that has become part of that organisation’s HQ culture. It struck me as a simple step to aid physical and mental wellbeing.

The HQ site contains a range of offices, labs and manufacturing facilities. It takes 10-15 minutes to walk around the perimeter path (depending on your pace!). During my visits, I would often see people following that path, particularly at lunchtime: in groups, in pairs or on their own.

This, I was told, is the company walk. People use it to exercise, to hold walking meetings or simply to disconnect from their desk or lab bench. I tried it myself on a few occasions with my clients. Not only did we develop a few ideas as we strolled around the site, we also returned to the office refreshed and re-focused for the rest of the day. 

Although this HQ is a self-contained site, I can see the idea working just as well in a city, with a route embracing some quiet streets and/or local landmarks.

Sometimes, simple and effective solutions are right in front of us.

The power of trojan horse questions

Unable to  leave my desk to attend Attune 23 this week, as I had planned, I sated my  thirst for knowledge by revisiting some of the presentations in FirstUp’s on-demand library (which is worth checking out if you haven’t already done so). One of these was from the author Jon Acuff, who introduced an interesting concept during his talk: ‘trojan horse questions’.

His keynote tackled a much broader topic; this was simply a concept he referenced along the way. However, it really resonated with me. He positioned ‘trojan horse’ questions as phrases that are clear, simple and don’t seem that challenging, but which should make us think much more deeply than the words themselves suggest. I won’t spoil the context, for anyone who has yet to watch Jon’s speech, but one example was “Is it true?” – the idea being that we need to challenge whether what we are telling ourselves about a situation, and which guides our actions, is really valid.

The best question I have ever been asked was ‘What is your ideal day?’. This simple but deceptively powerful question had a profound impact on me as I considered whether to start Sweet Comms, nearly 10 years ago. I now recognise it as a ‘trojan horse’ question, because on the surface it’s fairly innocuous. It could spark a bland or throwaway response in the course of conversation. Yet, in the circumstances, it prompted me to do a lot of soul searching and steered me on to the path I took then, and for which I am still grateful on a daily basis, even now.

I can only share my own experience, but engaging with that simple question, really engaging with it, was incredibly effective. I’ve posed the same question to others in similar situations and I know they have found it useful. Maybe more engagement with ‘trojan horse’ questions could help us all.

What is the meaning of work?

Discussions around the meaning of work are always  fascinating. They can become quite conceptual, which is frustrating, but the  aim of exploring what really helps us feel fulfilled is laudable.

Although, from my perspective, it is a doomed quest.  

As I have written in this blog before, we respond to work in different ways and my purpose may not be the same as yours. For example, the protagonist in the track quoted above does not derive much meaning from his work, he uses work as a means to an end. He is not alone, but others will see work as giving their life wider meaning. We all have our own personal value systems.  

At an event I attended a few years ago, one of the panellists talked about interviewing circus performers about how they found meaning in their work. They could not discern any differentiation between what was and wasn’t work: it was all a way of life for them.

So organisations can’t appeal to everyone in exactly the same way, and should not try to. Over the years, I have watched from afar as different companies have tried to use fancy tools and tactics to push a pre-determined notion and inspire alignment across very different groups of people. These quite quickly become programmes akin to a house built on sand.

It’s far better to look inwardly, to articulate why the company is in business and to really engage employees in that process: finding out what inspires them and what it is about the company’s aims that really resonates with them.

An engagement exercise of this nature – one for which the solution is really open for discussion and to contributions – can help you find the ‘sweet spot’ for your organisation. A solution that articulates and reflects the factors that align and inspire ostensibly very different employee groups.

‘Common purpose’, if you will.

Communicating strategy – the how as well as the what

Without  wishing to delve too deeply into the kerfuffle within the UK government over  the past fortnight, there is an obvious lesson from the presentation of the so-called ‘mini-Budget’.

If you are going to communicate a strategy, fiscal or otherwise, at least give some indication of how you are going to achieve it.

Much of the debate following the Chancellor’s statement has focused on the lack of explanation of how the tax cuts it contained will be funded. Two weeks on, we’re none the wiser. We’re all awaiting a further statement later in the month – brought forward from November as a result of the furore.

This demonstrates how uneasy people feel when any kind of lofty ambition is unveiled without information on how that ambition will be achieved. On their own, headlines achieve nothing: we all need to understand what they mean and any role we have to play in delivering the plan in practice.

This is highly relevant to strategy communications, with which some organisations still struggle. They either provide too little information, so that the strategy feels nebulous and somewhat empty, or they drown people in detail. Either approach undermines the need to connect and communicate with the people on whom the organisation relies to lift plans ‘off the paper’.

Understanding audience needs – and planning your communications accordingly – is vital to striking the right balance. It appears the UK government failed to appreciate what audiences such as the financial markets might require to engage with and feel confident in the plans it announced. Let’s hope they find a way to resolve this in the coming weeks.

No heart-warming Cinderella story

 In more  than 25 years in this field, so much has changed. Unfortunately, some things  have not.

 It amazes  me that when change is being announced – whatever the scale – some companies still do not prioritise communication with the people affected. We used to talk about the risk of employees reading the news while eating their cornflakes, now we highlight the risk of leaks through social media. The context has changed, but the principle remains the same: reach the people affected first.

This simple, enduring principle does not appear to have been followed yesterday, when the musical Cinderella was cancelled. Some cast members found out through social media. People who were due to take up new roles in a few weeks, when there was due to be a cast change, started to hear they were being let down from others, not from their prospective employer. Much uproar and anger have followed, garnering national headlines that focus on the way the news was announced rather than the closure of the show.

What any company in this position should do is have a rapid and robust contact programme that prioritises those affected and plans practical ways of reaching them in a very short timeframe. Perhaps The Really Useful group will reflect that announcing the closure on a Bank Holiday Sunday, and sending emails to agents when they are not going to be in the office, might not have been the best course of action.

Whatever the reasons for the closure – and perhaps there was a pressing commercial reason why it had to be announced yesterday - better planning and execution were required. Instead of understanding the rationale for the closure, but reflecting on the company’s responsible approach to those affected, we are now talking and hearing about the callous and uncaring way in which the news was communicated.

The announcement has become the story – and that is never a good look for any company.

Companies must keep talking in uncertain times

 We’ve had a  rough couple of years, haven’t we? So many people have been impacted in so many  ways, with the boundaries between work and home lives blurring more than ever before. And as the shocks keep coming, employers might start thinking “what can we say to our people that we haven’t said before?”.

The answer, of course, is everything. Keep communicating regarding the company’s purpose, their work, their well-being and the support available. Acknowledge the impact of world events and how employees are feeling. Show genuine empathy and share information that is of practical help. Reassure people over the purpose and progress of the company they work for.

There is a temptation for any company to clam up in uncertain times, to feel they can’t give any more direction to colleagues. But silence leads to speculation and all the dangers this brings with it. People worry about the company’s commitment, its strength and their own job security.

So companies must keep talking. Show that you are doing all you can to connect with and support employees, even in challenging circumstances. Give employees the chance to share and seek support as well, so they know they’re not alone.

Failing to communicate about the present can severely undermine confidence in the future. This is the time to redouble your efforts, not withdraw from them.

It does not matter where Internal Comms sits

 I found it frustrating to be party to a recent conversation about  where internal communication should “sit” within an organisation, or who should “own” it.

I should say “another conversation” on the topic, because I have heard and taken part in many similar discussions over the last 20 years. The participants have changed, and the context may be different each time, but the core debate has remained the same: should internal comms be its own department or part of something else? If it sits elsewhere, should it be part of HR? If not HR, then where? Where would position internal comms to have a seat at the table?

The mere mention of the phrase “seat at the table” leaves many of us spluttering into our morning coffee. But it’s still being used, as if internal communicators have some immutable right to be heard, and it is only pesky structures and boundaries that hold us back.

I’ll just say, as I have interjected many times over the years, that focusing on the right position or reporting line really misses the point. No matter where we sit within our organisations, we should be seeking to connect employees across the world with the company and each other. We may report to one area, but our agenda must be much broader and unrestrained by that team’s particular focus.

We should view any structure as a starting point, not a boundary. We must be committed to pursuing a wider remit. That’s the way we will add more value and, dare I say it, gain a seat…

No, I can’t bring myself to say it. You know what I mean.

Predictions become possibilities

For many  years, at this point in proceedings, we at Sweet Comms drew up a list of ever-so-insightful  predictions for the year ahead. Last year, we stepped back from this and reviewed the many differing statements made by mystics in our industry.  

This year, it’s hard to imagine anyone making any assertions with the same level of confidence. 

None of us could have predicted how 2020 would unfold, nor the changes it would bring to our lives. As we look ahead, it is clear we will still be living in the circumstances created by COVID-19 for some time to come. It will therefore take someone braver than me to forecast how the world of work will look in another 12, no doubt challenging, months.

Predictions are, at best, becoming possibilities laced with context and caveats.

However, one thing I will state with some conviction is that internal communication will play an even stronger role in our workplaces during 2021.

This year has brought out the best in our industry, as practitioners have helped our organisations keep inspiring and supporting colleagues despite all the challenges involved. Sharing clear and crucial information, building open dialogue with diverse audiences, helping teams adjust to new ways of working, enabling individuals to find and access support: communicators have played a crucial role in every area. All while working through rapidly-changing events and keeping people aligned and contributing to common purpose and goals.

As a result, internal communication has played a major role in effective employee engagement and helped the wheels of our organisations keep turning, despite all the obstacles in the way.

So that, I suppose, it’s a prediction for 2021. It’s not earth-shattering in its insight, because internal communication has proved its worth throughout this crisis. But I think we’ll see our industry take another step forward and make even more of a difference for the organisations and people we serve.

Talking tech: information is not engagement

At an event last week, I heard some worrying words about the role of tech in employee engagement.

Ostensibly, the event was celebrating the difference that tech can make to engaging a dispersed workforce. A premise that I absolutely agree with: within a planned and co-ordinated channel mix, and with a clear role in a wider plan, digital tools and tactics are incredibly helpful.  

However, there were a few statements during this event to the effect that using tech helps you reach more employees, and once they have more information as a result, they will be engaged. That’s it, nothing more needed.

Not the exact words used, but that was the gist of the point being expressed.

This worried and surprised me: it was a throwback to the non-digital days in which a senior external comms colleague once suggested my job essentially involved the use of kitchen posters and mouse mats to share “stuff”. In other words, just put info out there and the job is done.

We’ve moved a long way since then, as a communication profession and a business world. Wave after wave of studies, surveys and case studies have demonstrated the difference that building strong connections, based on two-way communication, makes to employers and employees alike. The explosion of new technology offers many opportunities to take that further.

However, digital tools can only help us achieve that if they are used in the right way. To share information, yes, but also to build dialogue that helps individuals and teams discuss, interpret and respond to the company’s ‘direction of travel’. To nurture the commitment and common purpose that every organisation needs to thrive. As part of wider efforts to align the way the organisation works with the drivers of engagement.

That requires more than posting “stuff”, no matter what the channel. Suggesting anything otherwise risks going back to those dark days and the modern-day equivalent of a mouse mat.

Let’s not risk reviving misconceptions about what employee engagement is and involves. Let’s talk about the role tech plays in a wider context. It will be much more beneficial for everyone involved.