Internal Communications, at a most basic level it is the office gossip and chit-chat, whilst at the opposite end of the scale it takes the form of formal corporate communication to all employees. Often perceived as ‘the poor relation’ and the less glamorous cousin of Public Relations, only recently has it been recognised as a key strategic tool in terms of image, brand, reputation, and crisis communication.
Research shows that ‘Fortunes most admired companies spend at least 3 times more on internal communication than those least admired and that leading businesses spend over 50% of their communication budgets on internal communication’ (Dolphin, 2005). Employee’s ability to act as authentic, credible and transparent brand ambassadors, especially in times of change and crisis is invaluable.
‘Employees facing anxiety or high uncertainty regarding issues of great relevance may conjure scenarios that are often worse than the reality, to the extent of even attributing malevolent intent to management’ (DiFonzo and Bordia, 1995).
There has been a shift in communication theory, from where information was seen as ‘power’ to the belief that the ‘sharing of information is a much more powerful communication strategy. Passing information downwards does not necessarily mean that the message has been received, or even more importantly been understood. The message can often be ‘lost in translation’.
Traditionally information and communication was said to be ‘cascaded’ to employees yet on reflection such an analogy, indicates the passing of information downwards, passively and often fails to inspire. Cowan, 2017 firmly rejects the term ‘cascade’ and proposes the word ‘infusion’ as a substitute. This is where information flows freely throughout the organisation, across boundaries and hierarchies’. Reflecting the pivotal work of Gunrig and Hunts Two Way Symmetric Model of Communication.
Sharing information is one of the easiest and most effective ways that managers can foster employee engagement and trust. There is now the acknowledgement that developing trust is one of the most significant factors in a successful organization. By gaining employees trust, research highlights the extra benefits that can be gained, in terms of motivation, dependability but most significantly as the most trusted, credible brand advocate to all publics and stakeholders.
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