Engaged or 'in here'?

There has been more media discussion this morning on the lingering issue of ‘presenteeism’ and its links – or lack thereof – to productivity.

It is amazing that we are still debating such issues. Commentators have been discussing the need for managers to look upon flexible working more favourably, rather than having to see the whites of someone’s eyes in order to manage them effectively. Haven’t we been having such debates for 20+ years? Why are we still floundering around the issue rather than identifying methods and models that make flexible working an accepted and effective element of the modern workplace?

If some leaders and managers are yet to be convinced, maybe they need to see more overt proof of the impact. So why aren’t the various bodies involved in these debates doing more to identify and share lessons from organisations who have really made flexibility work, for employer and employee? We need less discussion over ‘why’ and more focus on ‘how’ if we are going to move the debate on.  

As one commentator this morning has put it, in a knowledge-based economy, whether someone is physically at their desk is increasingly irrelevant. Nor is engagement location-specific. There is so much employers can do to build effective relationships with their people – and enhance productivity – whether or not those individuals are physically in front of them. We should be focusing on how to make that happen, not whether it should take place.  

IC and IT: the more things change….

Earlier this week, I took part in SMILE London, an annual digital workplace conference. While I soaked up lots of information on new ideas with implications for internal comms, I was also struck by one enduring issue: the requirement to build stronger relationships with internal stakeholders.

Whether we’re working in-house or as extensions of in-house teams, internal communicators rely on the relationships they establish. Input from executives, HR teams, marketing colleagues and other protagonists within the business is absolutely crucial. If we can’t engage and involve these stakeholders, we’ll have little to work with and even less chance of unlocking the full potential that internal communication offers the organisation.

The IT team is another of these stakeholders. Always has been. From the evolution of email to the development of intranets, internal comms practitioners have always needed to work closely with IT. The evolution of more complex tools and channels, such as the range of tools and opportunities discussed during SMILE London, simply increases the importance of such liaison. But the tenor of some discussions during the conference suggested we still haven’t got it right.

It’s not that relationships are adversarial – I don’t see much evidence of that – it’s just that, from the tone I discerned, they aren’t as symbiotic as they could or should be. Within our organisations, we’re sometimes still arguing over who ‘owns’ what rather than developing a shared agenda between our complementary roles and activities. That can only undermine the potential of some of the innovations now on offer. Without a profound and practical working relationship with IT, the introduction of any such mechanism will be akin to a house built on sand.

The intersection between IC and IT has never been more important: we should play our part in strengthening the relationship. 

Culture starts and ends with each of us

I’ve seen a rush of recent articles and blog posts on elements of ‘cultural transformation’. Model after model on how to mould an organisation’s culture around the way you want things done. Isn’t this the wrong way of looking at things?

No model or process is going to ‘make’ people do things differently, willingly and enthusiastically, in a way that re-shapes the organisation. No employees take an edict from on-high and embrace it to the extent that they love and follow it as their own.

What anyone eager to change the way an organisation works must do is articulate a vision of the future and engage them in the benefits of that change. Don’t lay down, in minute detail, every element you want to re-shape, but engage people in the ‘whats’ and the ‘whys’ and allow them to connect, interpret and change working practices to align. Set the parameters, in other words, and support teams and individuals to respond.

You can’t forcefeed colleagues with culture change. Instead, engage and empower them to take on your goals as their own, and make their own changes to support the vision you’ve outlined. I feel that’s a big difference between ‘transformation efforts’ that become embedded into the organisation and those that simply wither on the vine. 

Don't say we didn't tell you...

Everyone makes predictions at this time of year, don’t you find? People turn into the employee engagement equivalent of Mystic Meg with a set of sound and apparently sensible projections of what lies ahead for our profession in 2017.

Well, we don’t see why we shouldn’t jump on the bandwagon, so here are a few thoughts on likely events over the next 12 months, and what communicators can do about them…

1. Communicators will continue fighting for attention

Despite all the surveys and statements suggesting employee engagement is a priority for leaders, communicators will still struggle for time, attention and budget. As a profession, we will need to articulate an ever-stronger case, clearly and persistently, to help us turn stated priorities into actual practice.

2. Employee advocacy will become all the rage

This is, surely, a case of the emperor’s new clothes, but ‘advocacy’ is being cited more and more as the end-goal for engagement efforts. The volume of this commentary will increase in 2017. Let’s accept that, forget it rebadges common sense and make the most of the attention the idea generates to help us succeed.

3. We’ll stop generalising about generations

Not really. Just wanted to see if you were still paying attention. We’re bound to see plenty of further surveys and infographics purporting to offer wisdom on the contrasting needs of different generations in the workplace, not least so-called ‘millennials’. Surely finding the overlap between all ages based on attitude, mind-set and behaviour is a more fruitful pursuit? Can’t we all focus more on that?

4. Employer brand will enjoy a renaissance

It’s not about attraction. It’s not about recruitment. It’s not even about retention. It’s about all these and everything else that shapes the experience of current and potential employees, in every area in and around an organisation. We’re going to see this broader and more integrated view take a greater hold in 2017. It will mean communicators and HR need to work together ever-more closely and our organisations will be all the better for it.

5. No-one will know what to do about Brexit

Despite the flood of advice on communicating re: Brexit, our profession does not know any more than anyone else and we may not have any greater insight for much of next year either. There is so much yet to be determined that even the most ardent advocate of ‘what if?’ scenario planning would struggle to cover all the bases. Far better at this stage to focus on what we know and can control, now, and communicate little and often – even if it’s to say the same thing.

6. Email’s not going anywhere

There are so many new and emerging messaging and collaboration tools that it can seem overwhelming. And when we’re uncertain or confused, we default to what we know and trust. So while technological innovations offer exciting opportunities, they aren’t about to expel email from our lives.

7. We’ll be more appy than ever before

Despite prediction no. 6, we’ll continue to embrace more and more apps as a profession. The choice will keep growing, from those designed to help us reach remote workers to ways of enhancing performance management. But we’ll need to remind ourselves that apps aren’t the solution for everything, for ourselves or for our people. Otherwise we’ll lose track of what we’re seeking to achieve and apps will become like the wallpaper on our smartphones.

8. Facebook will help ESNs take root

Workplace by Facebook will spread through the corporate world and signal that Enterprise Social Networks (ESNs) have become business tools, not just communication channels. A familiar and intuitive platform, plenty of potential for development, reassurance over security and no ads: a formula that looks set to make Workplace a real success.

9. We’ll still talk about evaluation – but won’t crack it

Is the employee engagement survey dead? Is Net Promoter Score more insightful? Are pop-up questions more effective? Should we employ a blend of many methods? The discussions will continue to ebb and flow, but when it comes down to it, as a profession we still won’t have established evaluation as part of ‘business as usual’. Something that we simply have to address.

10. We’ll stop making predictions…

Ah, but we can’t, can we? We love them and they make for headline-grabbing articles and blog posts. Let’s count the number of ‘top five’ predictions or lists we see next year, shall we? We’ll try and make sure Sweet Comms isn’t too guilty…

“Can you tweet something like…”

You might think that another social media storm over a footballer’s tweet merits little attention. But this one reinforces the importance of earned rather than expected employee advocacy.

The story in essence: Sunderland AFC are struggling at the foot of the English Premier League table. A couple of weeks ago, they lose a match and, in the aftermath, one of their players - Victor Anichebe - tweets a rallying cry to his followers. He thanks fans for their “unbelievable support” and says the team will move on from the “hard result to take” and “go again”.

So far, so good. However, when publishing the tweet, Mr Anichebe leaves in an instruction he had clearly received - presumably from the club - reading “Can you tweet something like…”.

Oops.

At a stroke, the slip laid bare the role that Mr Anichebe was being asked to play as a ‘corporate’ mouthpiece. The words did not come from him, but from someone who felt they would help the club retain the confidence of its supporters.

The incident just lays bare the real issues involved with ‘expected’ advocacy. It is at best risky, at worst unethical.

It’s risky because it is open to perfectly human slips like this. You can ask someone to say something on your behalf, but if they don’t believe it, they can say other things in different contexts or simply not live up to the spirit of the words they have been given to parrot. It’s like a house built on sand that can quickly collapse. Respect, credibility and confidence are quickly lost as a result.

I’d argue it’s unethical because it’s simply not transparent. We’ve all seen heated discussions over the importance of vloggers disclosing whether they are being paid or otherwise rewarded for reviewing and endorsing products. Asking individuals to use their own, personal accounts in the way requested here – again, assuming that it was the club issuing the now-legendary instruction - is similar in my view. Perhaps it’s not just employees who need guidance on how to use social media appropriately, but their employers too?

All in all, an unfortunate mess. But as Mr. Anichebe might (not) say, let’s move on and “go again”! 

What is your ideal day?

A few years ago, when I was weighing up the next step in my career, I was asked a question that really helped me clarify things. I thought I would share it in case it also helps you.

I was canvassing a range of contacts, clients and former colleagues about what my next move should be. One of them asked me this: “What is your ideal working day?”. 

The question was simple, yet deceptively powerful. It encouraged me to strip away all the different factors and considerations that might otherwise have clouded my thinking. It made me focus on exactly what it is that inspires, excites and motivates me every day and enables me to do my best for the people I work with and for.

It helped me crystallise what I wanted to be doing on the road ahead and led me to set up the communication consultancy I have been running ever since. Without considering that question, and working out how I could bring my ideal day to life, I might not have done things the way I have, or maybe enjoyed it as much as I have.

Everyone’s ‘ideal working day’ is different, and the answer will change over time. I had different views 20 years ago, when I first entered this industry. My aims and priorities will no doubt evolve further in the years ahead. But asking myself the same question every now and then will help me assess this and make sure I’m still doing what I truly want to.

If you’re in a similar position now, or considering your future career path, I’d encourage you to consider that same question. It might give you the clarity or focus you need.

I found my ideal day. I hope you find yours. 

Employee surveys: what time works for you?

A recent webinar held by HR consultancy Aon Hewitt, indicated only 11% of companies they surveyed undertook an engagement survey more frequently than once a year. Indeed, for 34% of organisations, the frequency was 18 months and beyond.

I don’t think anyone would argue with the principle of asking your people what they think and feel. And it’s never been easier (or cheaper), but what does that say about frequency? Does it automatically follow that the ability to measure quarterly, monthly or in real-time is a good thing?

There are some great employee research platforms out there - TINYpulse, Hive and Culture Amp to name but three – but in the rush to embrace these new tools don’t lose sight of some of the long-standing issues that continue to impact the success (or otherwise) of the engagement survey. As one participant in the Aon Hewitt webinar stated: “It’s never been easier to do bad research.”

1.       Survey fatigue – it can impact on response rates and more widely, when linked to ‘capacity to act’ (see below), to a feeling of ‘what’s the point?’. Sure, if the survey mechanism can be assimilated into the day-to-day, operational workings of the company then perceptions and expectations of the process will be somewhat different, but many organisations continue to cite survey fatigue as a real issue.

2.       Capacity to act – many companies continue to struggle with taking action as a result of surveys. Whether that’s substantive change or simply not drawing an explicit link between “you said, we did”, any increase in research frequency must make absolutely clear what will happen as a result. Expectation management becomes key.

3.       Cultural relevance – the way the organisation operates and behaves may have a significant influence on the acceptance of a ‘research’ (or maybe that should be ‘listening’) culture. An entrepreneurial, consumer-facing start-up will have a completely different approach (and employee profile) to a large-scale, multi-site manufacturing company and this will influence likely frequency. Likewise, the extent to which customer ratings and feedback are part of the overall company proposition.

Now, more than ever, we have a plethora of data, tools and channels in our employee engagement armoury. In the coming years, we’ll have even more. But the more things change, the more they stay the same. Use the new tools wisely and play to their strengths, but ensure the long standing issues outlined above are tackled head-on. If that means you’re surveying every month or so, great, but every year still works for you, don’t rush to change. 

Nick