The explosion of philanthropy in knowledge sharing and support which many internal communicators experienced in the early days of the pandemic is over, and paid for online events are now making a comeback. Knowledge has a price tag, but it should be one that everyone working in internal communication is able to pay. What would … Continue reading Knowledge has a price tag
There are lots of gaps that are barriers to ‘getting on’ in internal communication. The practice vs. theory gap, the career expectations and reality gap, the geographical opportunity gap, and perhaps the biggest, the gap between professional frameworks and recruitment. Mind the gap.
We often think of ethical internal communication issues in the context of big events such as a crisis or exposure of organisational wrong doing. In fact, we encounter ethical issues every day in the routines of internal communication practice and tactics, including the ‘all staff’ email. If we are to really do the right thing for both employees and leaders we need to stop seeing these issues as an inconvenience to be ignored or overlooked, and as an ethical communication problem to be properly resolved.
What will it take to reassure and persuade employees to confidently emerge from lockdown and return to their usual workplaces as these begin to reopen? This is not just about messaging and tactics. Internal communicators must also maintain ethical practice against the backdrop of an emerging ‘gaslighting’ campaign which seeks to change our perceptions of the pandemic and its consequences.
The world is in a mess and it seems that a complete absence of leadership, decent ethics and strategy is driving poor decision making at every level in our society and the consequences of this are immeasurable human suffering and torment. Having a few more chartered public relations practitioners might just tip the balance towards some more considered decision making by leaders which would benefit everyone and possibly save the world. However small our numbers and influence might currently be, small positive actions can collectively drive big change.
The Covid-19 pandemic has been the biggest disrupter our society has experienced for over a century, and it will change the world of work forever. My vision of a dystopian future of work may be an Orwellian fantasy, but it includes the issues which internal communicators will be grappling with for years to come.
Throughout the coronavirus pandemic internal communicators have been adding our experiences of what it is like to practice during a significant historical event to the vast digital record of our times on social media and the internet. What will this historical archive we are creating say about what we did and what our purpose was during these difficult days, who will feature in it, and will it be a past imperfect?
As a globalised civilisation we were seemingly completely unprepared for the occurrence of a pandemic. The failure of leadership which helped the coronavirus proliferate has caused a day of economic reckoning and restructuring which will fundamentally change the contexts in which we all live. What are the career consequences of this for internal communicators as the curtain falls on significant parts of the old world we once knew?
Internal communicators can no longer continue dealing with the workplace impacts of the Covid-19 outbreak with a reactive crisis communications approach and tactics. What we are now dealing with is the mother of all change situations. With no internal communication precedents for dealing with the longer-term workplace impacts and fallout of a pandemic on this scale, the future is an undiscovered country for all of us.
After being preoccupied for the last few weeks with coronavirus related crisis communications, social distancing and whole workforces suddenly home working, when is the right time for internal communicators to resume normal service by restarting business as usual communications, and what should they be considering when they do?