What are the hot topics in internal communication research?

A workplace where the ME has turned into WE has all the keys being successfull. Having a common goal is important. This is where communication plays a big part by supporting the message. Building a psychological safe places to discuss and share ideas. In generally we should embrace the divercity. Turn differences into an asset. Commitment to the work place comes as a by-product, because people feel they have impact. This is not an quick-fix, an proper plan, commitment in a long run and support by internal communications is needed. It′s also studied that the empathy in the workinplace is the future superpower. Also the communications should be supporting this development.

Internal communication needs to work with leaders to determine their barriers and how they can be resolved to ensure the right solutions are being implemented. It has to be a solution that’s sustainable and helps with building psychological safety. When people feel safe, they will give feedback. And when leaders address employee concerns, trustworthiness will grow.

A workplace where your ideas aren't just accepted, but actively sought after. That's the essence of employee voice – the platform that lets you share your thoughts, ideas, and even concerns with your bosses. It's like having a say in the script of your work life. But hold on, not all workplaces encourage this harmony. Some hit the mute button, leaving employees frustrated and disengaged. That's where internal communication research steps in, aiming to create a culture where your voice not only matters but sets the rhythm of innovation. This research also dives deep into the hurdles that stand in the way – trust, safety, feedback, and recognition. So, buckle up and get ready to amplify your voice in the workplace symphony!

I've recently been thinking about how often we as communicators encourage our leaders to hear the employee voice with the intention of providing answers, explanations and solutions. But what if our leaders listened WITHOUT that expectation. What if to listened to employee voice to learn and understand. Of course, take away some actions and follow through on those. But in the moment, just listen. There is a lot of power in that.

Employee voice refers to the involvement and contribution of employees in expressing their opinions and ideas in the workplace. It involves active participation in decision-making processes through meetings, discussions, surveys, and feedback platforms. Employee voice creates an environment where employees feel valued, empowered, and engaged. It enhances morale, collaboration, innovation, problem-solving, and overall organizational performance. Open communication channels and a culture of feedback are necessary to nurture employee voice.

The focal point of many internal communication endeavors is "organizational storytelling." And why not? Aside from conveying culture, mission, and values to the workforce, it takes center stage from beginning to end. Stories have credibility, they are noteworthy and are often memorable. They effectively communicate a company's shared beliefs, making it easy to understand the company's DNA and culture. This cultivates a stronger sense of connection, engagement and ultimately, trust. Along with shaping narratives, clear and impactful communication can transform employees into advocates. Strategically aligned employees are more inclined to share these stories with others, contributing to a positive employer brand.

Picture your organization as a campfire circle where stories illuminate the path ahead. This is organizational storytelling – narratives weaving the tapestry of your vision and values. When change looms, these stories become beacons, fostering trust, loyalty, and unity. Like an elixir, they inspire and motivate, bridging gaps. Researchers delve into this art, crafting tales that harmonize with your company's soul. They uncover the secrets of engagement, reputation, and learning that stories unveil. Ready for a narrative journey shaping your company's destiny?

It is all about the employee experience measurement, not satisfaction. Companies are researching the wrong things. Employee experience is an indicator of company excellence. The interconnectedness between a positive employee experience and a thriving company is irrefutable. By prioritizing the well-being, growth, and engagement of their employees, companies not only foster a productive workforce but also cultivate a culture of innovation, enhance their reputation, and create a sustainable path to success.

Organizational storytelling happens when you have events or a shared experience to build on. In our case, we had a team book read, which was hated for it's writing style, but the collective dislike became a company-wide core memory. Now, we only have to say the name of the book before we talk about how we can do tough things or finish what we start.

A well-crafted story doesn't just inform; it transforms, forging connections, and inspiring actions that shape the future of an organization. Stories aren't just words; they are the lifeblood of an organization, carrying its culture, aspirations, and soul in each carefully woven narrative.

This is the world of internal social media, a digital playground for employees to interact and innovate. They're the bridges that connect knowledge, spark creativity, and foster unity. Yet, as with any journey, challenges emerge – the overload of information, privacy concerns, and adapting to change. Experts in internal communication delve into this realm, crafting strategies to weave the perfect web that caters to diverse needs. They weigh the pros and cons, evaluating how these digital hubs shape communication and organizational success.

Internal social media platforms like Viva Engage or Workplace allow people to connect and share knowledge and ideas about topics that resonate across organisational silos. To ensure a high level of engagement on an internal social media platform, you have to make sure that: 1) You have allocated resources for proper community management (which is rarely the case) 2) You actively promote topics on the platform across other channels. 3) Amplify good content and ideas in other channels 4) Create groups focused on topics instead of departments (you can do this on Teams instead) 5) Use internal social media as a strategic tool, e.g. as part of change and executive communication.

Especially for distributed teams, internal social media gives you a sense of what your colleagues are up to and what they care about. Great shortcut (but not foolproof) to getting a read on your team's engagement, too.

Internal social media supported by Microsoft Viva (or other digital dialogue features on intranet platforms) are outer-loop conversations where we talk about work. Other inner-loop conversations can often be supported by other channels where we get work done, like (Microsoft Teams and Slack). This is an important distinction as we help employees navigate the digital workplace and understand what channels to use for what purpose.

When we were conducting research for our book, Building a Culture of Inclusivity, studies showed that our biases can influence the stories we share. Awareness of our biases as communication professionals is imperative to cultivating an inclusive culture. To do this, ensure you’re surrounding yourself with people with different perspectives and lived experiences. An employee editorial board or a group of communication advisors can be helpful.

Diversity and inclusion in organizations are crucial for recognizing and appreciating the unique characteristics and perspectives of employees and stakeholders. They create a positive work environment and unleash the potential and creativity of a diverse workforce. Furthermore, diversity and inclusion can enhance customer satisfaction, drive innovation, and improve an organization's reputation. Internal communication research focuses on fostering a culture of diversity and inclusion, where individuals feel valued, respected, and supported. It also investigates how internal communication can address issues like bias, discrimination, and conflict.

I’d broaden this out to include non-office employees - those people on the frontline, not working at a desk or connected. They are the hardest to reach and in my research into this group, I know it’s still a challenge for so many organisations. To communicate effectively with them, you need to break them down further based on their role and also understand the cultural differences between them and office workers. Communicating with the hard to reach is still very much a topic for internal communicators.

Employees appreciate flexibility, at the same time, it also important to remind them they are free to walk-in into the office and have a face-to-face conversation with their managers, leaders. And for new joiners it takes time to build that connect and adapt to the new culture.

The challenge of reaching remote workers and frontline employees is now a myth. Unless you still rely on printed employee newsletters like it's 2006, you've probably communicated with employees digitally long before the pandemic, which means you can reach them regardless of their location. Communicating with frontline workers who don't use laptops has traditionally been a challenge, however, you can reach anyone with a phone today using technology that's been available for years -- i.e., there's an internal communications app or two for that. Internal comms content must be more strategic and engaging, but the channels are there to reach anyone, anywhere.

Important to remember that not everyone has the luxury to remote work. During and post pandemic internal comms and HR teams became obsessed with getting remote work working for people, while maintaining organisational culture etc. But quite a few recent studies, ie Edelman’s Trust at Work special report, show that frontline colleagues are feeling more marginalized than ever before, yet they’re the lifeblood of many companies. They don’t feel trusted or have a voice, because often the same thought and care that went into ensuring those desk-based workers stay connected to the organisation and one another, has not been afforded them. Perhaps it’s time to broaden the focus?

For many organisations, the remote /hybrid working pendulum is still swinging. Whilst many companies are insisting on the return to the offices for 3-4 days per week to build culture and engagement, I would urge internal communications to carry out employee voice exercises to fully understand how employees feel about working. Combining these findings with productivity research and input from leaders and managers, every company can create a hybrid or remote working policy and engagement activities that truly matches the organisation's culture and objectives.

Topics such as ethics in internal communications, the impact of trust on the function with the proliferation of AI tools, employee experience, staff advocacy and the study of newer forms of content and channels are worth researching.

Don't devalue qualitative research - it's key to making sure your research makes a difference in a lot of ways. It can help you see if you're asking the right questions. It can give you answers to the questions you haven't asked. It can give you insights into why the numbers are the way they are, and it can give you powerful words to add impact to your data narrative.

Although DEI is mentioned, neurodiversity in organisations is so pivotal because of its intersectionality. Although often described as a disability, ADHD, Autism, Dyslexia, Dyscalculia, ADD, and other neurodivergent conditions mean the identified individuals experience and interact with the world. This means internal comms has a huge role to play in giving ND employees equal access to news, updates, opportunities, and so on.

Many functions have a responsibility to define and activate exceptional employee experiences. However, the internal communications function is uniquely positioned to facilitate the efforts and intentions related to creating a modern employee experience. In the context of hot topics, the people responsible for internal communications should not miss a significant opportunity to illustrate both the definition and governance structure for the employee experience.

Other areas that are high on the agenda for internal communications are: Wellbeing - many companies are seeing wellbeing and a tick box exercise. Thinking that providing yoga classes, an EAP and wellness app will be enough. In my experience, the underlying issues, such as poor leadership, toxic culture and lack of prioritisation, that are impacting burnout, stress and other illnesses need to be surfaced and addressed before the widespread wellbeing issues are resolved. ESG - Gen X look for and expect companies to have a clear ESG strategy. Many companies are yet to truly prioritise this and actually begin delivering in their strategy.