By Paul Miller

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Paul Miller is Chairman and Founder of the Intranet Benchmarking Forum (www.ibforum.com.). IBF is the world's leading intranet and portal benchmarking group with more 60 major member organizations such as Nokia, BP, Reuters, BBC and ExxonMobil. He wrote best selling handbook “Mobilising the Power of What You Know” and was involved in the birth of intranets within large organizations.

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By 1998, when the last edition of this handbook was published, it was clear that technology would redefine the internal communications profession. What is surprising is that the impact of technology has been so slow and yet so far reaching. That said, organisations are complex beasts that generally change gradually. The most sustained shifts in the way work is performed happen progressively and that is certainly the case here. Question is, where will we be in 2018? Will the internal communications field still exist at all and does it still exist now in any meaningful form?

 

 

This chapter covers

 

• How intranets and related technologies have grown within organisations
• The impact such technologies have had on how organisations communicate
• Two case studies that describe the emerging future environment for internal communications
• Extinction or adaptation - the internal communications challenge
• How to survive and thrive in internal communications

   

How intranets and related technologies have grown within organisations

 

Intranets, portals and the entire "digital landscape” within organisations, represents the most radical shift to date within what we call internal communications. Just as on the external web, online tools and network technologies are empowering amateurs to gain a voice and exposure never seen before, so behind the firewall, a sea change is happening that is redefining internal communication. For the record, the footprint such online services have within enterprises reaches far beyond internal communications, affecting virtually every aspect of work, so those in internal communications can feel reassured to know they have not been “singled out” for unique levels of disruption.

 

 

The impact of intranet services or online services behind the firewall started slowly: a few servers under geek desks profiling all the guys in Supply Chain so you could find out all you needed to know about these fascinating individuals! It was not pretty so the user experience community got involved and started involving “user groups” across the business. What do you do, want, need etc? New interfaces, some governance, improved applications started to emerge and the intranet landscape evolved to become quite useful to certain groups.

 

 

Internal communication, only matched by Human Resources, saw these technologies as just “another channel” for communication. Put another way, the internal communication profession (with notable exceptions such as IBM and HP) were threatened by technology and chose to present their fears through a kind of strategic arrogance. Yes intranets were a good thing, but they were really just another communication channel; print, face to face, electronic – all able to carry the directional (generally top down) messages that the organisation wanted to issue. Interestingly, some non technical tools at the time (late 90s) were being used more interactively than was the case with technology. Managers led sessions with paper based materials that opened dialogue and discussion in ways that the technology did not yet provide.

 

 

This was a period of intense resistance from internal communication (and even more so from HR) to a new set of tools and services that had the power to “eat their lunch”. Perhaps this was inevitable. Certainly, some internal communication mavericks in technology based organisations like Microsoft and Oracle saw the possibilities that online services offered. It took people’s breath away when in the early 2000s IBM used its technology to host a 48 hour “IBM Jam” where all staff across the globe could share in a conversation around an issue of importance to IBM. For two days they “talked” about corporate social responsibility and then took action based on the ideas generated.

 

 

This event was a sea change in the relationship between internal communication and technology. In 2007, Philips had a seven day period focussed on its core value of Simplicity, using its intranet and related tools. Deloitte in the US hosts an annual Deloitte Film Festival on its intranet where staff generate their own films about “My Deloitte” and they are then archived “YouTube like” with the best four films used in the recruitment process for hew hires.

 

 

The lasting effect of the slow take up by internal communications of intranets may prove to have lasting damage to the profession. When you do not take a lead in an area that is reshaping your work, you are left vulnerable to its journey. HR has been hit hard by self service online tools with multiple outsourcing of HR services and radical reductions in HR staff. One major global corporate firm identified 5000 people in their company with a title including the word “communication”. This has been caused by massive duplication and fragmentation and the company believes they need 250 at most, with the rest of the work performed through the intranet and related tools.

 

The impact such technologies have had on how organisations communicate

 

In a way the impact of these tools on how we communicate is quite straightforward. Historically, internal communications has meant (going back a few years) top down communication and then (more recently) bottom up communication. Now through new tools such as advanced intranets, portals and social software we have peer to peer communication as employees and contractors take over the "means of communication". Collaboration tools can be deployed within minutes and at little cost across virtual teams. They proliferate and people love them. In many cases internal communication professionals are barely involved in this shift.

 

 

That is the easy bit really. We have three strands of communication; two moving directionally up and down the organisation and the third moving laterally across the organisation. What this simple statement does not reflect though, is the scale and reach that this third element brings. Not only does it enable people to communicate in unique and previously impossible ways, but it also produces in its wake new connections, conversations and relationships. It has consequential impacts on the power relationships in the organisation and subtly and gradually chips away at the other channels of top down and bottom up communication.

 

 

For example, let’s take a change in group pension policy in a large, global energy company. Previously an email/intranet news article gets posted across the company and this provokes calls/emails to HR which are then handled on a case by case basis. Let’s say some people are confused or unhappy with the change. Grumblings are shared with colleagues in small coffee chats or over lunch etc, but the new policy sticks and the communication process has been reasonable well controlled by internal communications and HR.

 

 

Now introduce into this scenario, peer to peer communication generated via personal/group blogs, collaboration sites used by hundreds of teams, instant messenger chats, social software sites within the organisation and externally on the internet. What this produces is a volume of conversation and discussion that is impossible to control. Certain individuals in the organisation have a new power role as gate keepers of knowledge and communication. This scenario is based on a real life example and the organisation in question had senior HR staff enter the conversations and present the rationale for the change in different ways, respond the questions, correct inaccuracies etc. The final outcome was that the pension shift happened; some tweaks were made to its implementation; its impact was well understood; staff felt heard and engaged; and local regional issues were surfaced and addressed.

 

 

Where were the internal communication staff in this process? Virtually absent as the process was self managing with HR leaders choosing to engage directly. All this additional engagement and value came with minimal extra costs to the organisation as staff were contributing as they wished.

 

 

 

The emerging future environment for internal communications – Case Studies

 

Microsoft

 

 

“It just happens that our corporate culture is one of trust and empowerment.” Rob Gray, Product Marketing Manager (SharePoint Technologies), Microsoft

 

 

The atrium of Microsoft’s UK HQ is a space that is dedicated to allowing people to sit, talk and share ideas and knowledge. On each of the several small tables spaced out across the floor, advertising for the next big Microsoft product, “Office Communication Server 2007”, a presence, VOIP and Instant Messaging Platform communicates to all staff and visitors that Microsoft is gearing up for another big product launch.

 

 

Challenge of new joiners

 

 

For Rob Gray, Product Marketing Manager for SharePoint Technologies, the biggest recent change in the industry is the new people coming in. In the current technological climate, email itself is becoming out dated and new graduates, entering the workplace at just 21 or 22, have been using the internet for most, if not all, of their lives. When they arrive in their new place of work, they have a high expectation of the communications technology that will be available to them, having become accustomed to using Facebook, MySpace and other networking sites. If they arrive and find only email and a shared drive they will be dramatically disappointed.

 

 

Part of the push for new technology in the workplace is to satisfy and appease the new blood.

 

 

Email persists despite attrition

 

 

Email is now, more than ever, viewed as an irritant; something which drags us away from our work, although it is still being used as the dominant form of communication, even within Microsoft. However, Microsoft is changing, driven by the demand for change amongst an even more demanding new intake of employees. Such is the current high level of disregard for email, that only one man within Microsoft can genuinely command people’s attention through the medium: Bill Gates. Gates, however, does not expect his employees to read pages and pages and encourages the use of the company intranet by sending a short email with a link to the full story which can be found on the company intranet.

 

 

Two approaches to internal communication

 

 

Microsoft has two approaches to internal communications: the first is the traditional, top down information fed through the company intranet. The second is the much more innovative aspects of Microsoft’s SharePoint and MySite, which allows all employees to shape and decide which information to share around the organisation. The intranet, Microsoft Web, is probably the biggest source of communications within the organisation and supplies the usual knowledge that an intranet would be expected to provide – news, information, employee services and more.

 

 

All of the news alerts on the intranet can be subscribed to through RSS feeds, this allows people to pick and choose information that they are either interested in, or is relevant to their particular work. The emphasis is on the user to filter out news that they do not want to read. For key messages, however, Microsoft will send information direct to employees’ inboxes and reinforce the message through the intranet and blogs.

 

 

However, as you might expect, Microsoft makes considerable use of other technologies available to help them communicate more effectively. Live meeting technology saves the organisation a good deal of time and money. Each employee has a live meeting account and the ability to invite any other employee to that meeting.

 

 

Through the live meeting technology, virtual teams within the company are able to meet on a regular basis without losing any time travelling and regardless of whether they operate from Reading or Richmond in the Unites States. To help ease the pressure on emails, Microsoft uses an instant messaging system, called Microsoft Office Communicator, which is very similar to the MSN instant messenger that we have become so used to using in our private lives.

 

 

 

 

 

 

 

 

 

Mixed approach

 

 

Microsoft Web is awash with information. An employee might easily be able to spend eight hours a day just watching webcasts or reading news updates that only relate to Microsoft. This is why Microsoft takes a mixed approach to internal communications. Structured communications are necessary to communicate what Microsoft is doing, but for the how to achieve its goals, an unstructured approach to communications can help to bring untapped potential within employees to the fore.

 

 

The second aspect of Microsoft’s internal communications is the more vibrant and exciting arm - within the intranet, employees can create their own pages, akin to creating your own MySpace page, in which they can put information about their work. This page, known as MySite and part of Microsoft’s SharePoint software, is not managed by a content manager: the onus is absolutely on the individual to be responsible in choosing what content to populate their MySite with. MySite is also integrated into the telephone system, so employees can telephone each other directly without needing to pick up the phone.

 

 

One of the most useful components of MySite is that it allows employees to post documents on their site which others can then pick up. Similar to Facebook, you can choose who is allowed access to your MySite – those who can access your site can also pick up your documents. The end result of this is a big reduction in the number of internal emails in which colleagues ask you to send them a recent presentation or key slides. The underlying philosophy is that if SharePoint is used well, it should empower its users to find the answers for themselves.

 

 

Power of Search

 

 

Another useful innovation within Microsoft in recent months has been the embedding of SharePoint Server 2007 search technology within the intranet. The search technology allows employees to search under three areas; Intranet, People and Customers. The new method of searching for individuals within the system, by allowing you to find the account manager, product manager or whomever you may need, saves numerous telephone calls and emails to colleagues and can bring information on any individual within Microsoft’s immense database within a few seconds.

 

 

Even within Microsoft, there is still a role for face to face communications. When a new team forms, face to face meetings are still the order of the day, to allow the team to gel and get to know one another. Once the team is established, it may switch to virtual meetings, emails and telephones. Microsoft continues to make use of face to face communication at its annual conference: around 15,000 Microsoft employees meet up to listen to Bill Gates and other senior executives – this event gives new staff in particular, the chance to put names to faces in the flesh. For those who cannot attend, this event is opened up online to all employees, allowing a greater reach and a massive reduction in costs.

 

 

Even though the new technology could be viewed as a threat by the internal communications team, as it becomes easier and easier to circumnavigate traditional communications, there is still a role for the traditional internal communications manager. If anything, the role has become more challenging as the sheer bulk of communications continues to grow.

 

 

While at Microsoft there is no policing system, it is important to make sure that at least the key messages are getting through and are delivered loudly and effectively enough to resonate with employees. To that extent, Microsoft Web is quite closely managed in terms of the top, high level messages.

 

 

Nationwide

 

 

“Effective communication is part of the lifeblood of any major organisation.” Tom Harvey, Head of Internal Communications

 

 

For Tom Harvey, Head of Internal Communications at Nationwide, the future of internal communications lies in harnessing the ever increasing media for communication and channelling that energy into creating an even stronger brand that does not get diluted by divergent messages or information. The current context for keeping a grip on internal communications is one of changing attitudes towards social media and within the market place in general.

 

 

Technological developments have impacted upon the practice of disseminating information; the audience, perhaps once upon a time naturally captive and attentive, has changed. The new audience is challenging, familiar with communications technology and not tied to one organisation for life. A recent HR survey showed that most employees will work for an average of seven employers during their working life.

 

 

Within this context of a more flexible labour market, the tasks of the internal communications team within a large organisation are harder and more challenging than ever before. At Nationwide, the tools that are used for internal communications are fairly typical; an intranet, email, some audio visual for training and explanation, face to face communication and the house magazine.

 

 

Focus on content

 

 

The philosophy at Nationwide is not one of trying to constantly exploit new technology, but to focus on the message that is being delivered. Harvey argues that the role of internal communications ‘is akin to the narrow part of an hour glass’ - there is a vast quantity of information that exists which could be communicated to staff, but only a small amount makes it through the ‘narrow part’ to be read.

 

 

The trick is to make certain that the filtered information is that which is most likely to draw interest. Nationwide’s house magazine, for example, makes use of a very traditional method of communication – a hard, tangible and paper format and substantial at 32 pages; it is positively endorsed by 85% of Nationwide’s staff and still represents one of the most effective methods of communicating with staff. Its blend of hard business, employee news and entertainment seems a popular format and one that would be hard to improve upon substantially through another medium.

 

 

Role of the internal communicator

 

 

The role of the internal communications manager at Nationwide, however, is more than just a moderator. Raising the brand awareness of employees and ensuring that they are proud to work for their employer makes good business – if Nationwide can use its own staff to advertise its products and make personal recommendations, then it will continue to grow.

 

 

If the internal communications manager can orchestrate his/her team to help foster a sense of belonging and pride within the organisation, the more successful the company will be overall.

 

 

As such, Harvey sees his role as one which is similar to an editor of a newspaper or magazine, each story that is published or delivered within Nationwide is considered carefully for its audience. Employees, just as members of the public, can be turned off by the wrong message. As new forms of communication, both internal and external, have grown, internally communicated messages have to compete with more and more traffic; if there is no appeal, internal communications will simply not be read.

 

 

The seemingly exponential growth in communications has undoubtedly impacted quite heavily on internal communication’s ability to control what messages are transmitted. Harvey sees two potential avenues to dealing with this. The first is the tough approach of asserting the right of internal communications as the ultimate controller; the second is a more muted approach of working hard to attain the status of ‘respected advisors’ for the internal communications team.

 

 

The first strategy tends to provoke rebellion, managers would simply find another way to communicate. The second strategy, the iron hand in the velvet glove, is one that seeks to balance control, freedom and mutual respect. The rise of new social networking media, epitomised by the inexorable rise of Facebook, is a clear threat to this balance. Dialogue may well appear between employees that is damaging to the company brand. Whilst trivial comments could be overlooked, any serious overstepping of the line would have to be dealt with quite seriously.

 

 

Benefits and Drawbacks

 

 

In some instances the benefits and drawbacks of modern internal communications can often be the same thing; the possibility to reach people in their particular, preferred medium. As this tailoring to the individual can never be acceptable to all, there will always be parties who are left unhappy. A technical division, for example, might treat the house magazine with disdain for its apparent low tech format, and not even consider the contents. Similarly, a senior management team might disregard mass audience communications if they felt that they already knew the content.

 

 

Face to face contact still has value

 

 

In spite of the proliferation of electronic and virtual communications media, it is clear that there is still a very important place for face to face communication. Moments of significant change, delivering important news, changes in the management team, and a new advertising strategy are aspects of communication that Nationwide recognises as news that is better delivered in person.

 

 

 

What does the future hold?

 

 

For Harvey, internal communications is a clear discipline requiring key skills and a team of true, acknowledged experts.

 

 

Increasingly, employees’ expectations of communications media that is available to them in the workplace is driven by the pace of external change. New methods of communication need to be constantly reviewed and assessed – employees can lose interest very quickly. However, the popularity of Nationwide’s house magazine bears testament to the fact that although technological innovation is important, the content still carries the most weight, regardless of the format.

 

 

In spite of changes in the nature of communications, the fundamental tasks of the internal communications team have not changed and for Nationwide the challenge of producing interesting, eye-catching, informative and business affirming communications will continue. Perhaps the biggest change looking forward will be making broader use of all employees to communicate the company message. Every staff member should be sufficiently enthused and motivated by an internal communication to take the message and broadcast it to everyone they know.

 

 

Extinction or adaptation - the internal communications challenge

 

The options for communicators have expanded hugely. Also “people tend to trust their peers more than authority figures.” says the 2006 Edelman Trust Barometer, putting the employee ahead of the organisation’s leadership.

 

 

According to Edelman, around 33 per cent of leading organisations use blogs and one third of them are aimed at internal audiences. The advantages of new media for internal communications are evident. From internal expertise and information sharing, to openness and collaboration, from accountability and speed to engagement, communication matters.

 

 

So what are the points to watch for?

 

 

• Many heads are better than one: Can a wikki handle your internal documentation? With this new collaboration tool, you can witness a new found passion for sharing and integration among staff.

   

 

• Leveraging internal skills: You can harness staff expertise for the organisation. By connecting, time is reduced dramatically.

   

 

• Beta test: Get feedback to improve. Test with employees. Fine-tune applications.

   

 

• Build policies: Shape policies for new media usage before the media overruns your organisation. IBM arrived at their policies with the help of employees.

   

 

• Start a conversation: Replace e-mail with a blog and start the conversation. Engage communities of practice on the intranet.

   

 

 

The most dangerous thing that we can do is ignore the social networking phenomenon. Social networks have fundamentally shifted the way that we communicate from verbally to horizontally on the web. But there are threats:

 

 

·       Social networking sites are a threat through draining business resources, both in terms of time and network bandwidth

 

 

·       Intellectual property, network security and commercial reputation

 

 

On Facebook, the social networking site, an employee of a large retailer hit back at comments from appreciative customers: "well im glad u all think its so great, u should try working there, does my head in". The employee provides his name, a photo, and more details about his personal life than most people would want to know.

 

 

This may be harmless enough, but it is an example of the lack of caution that is causing companies to worry about Facebook and its like. Sometimes the incaution hits the headlines. UK retailer Argos fired an employee who was reported as telling the world on Facebook what he thought of his employer. Similarly, the company that runs the directory service 118 118 spent months trying to get Facebook to remove a page dedicated to insulting its customers.

 

 

Telling staff you do not trust them is, of course, an option. But, better surely to point out that personal rants could damage them more than you and that posting personal details puts them at serious risk from hackers. Then tell them how to increase the security settings on Facebook, and use traditional management techniques to keep them productive in the office.

 

 

Employees need general guidelines - be careful, don't be heavy-handed, don't pretend you are someone else and specific rules for the major platforms. Then let them use them. In fact, encourage them, because that is how they will most quickly learn the quirks and etiquettes of the different sites and channels.

 

In the mid 1990s the same arguments raged about whether employees should be allowed to look at the web in the office.

 

 

How to survive and thrive in internal communications

 

 

So given this sea change, where will we be in 2018? No one knows but let’s assume we are in the early stages of the arrival of peer to peer connection and communication within organisations. Will there be an internal communications role in the future. Given the scale of change, the answer is not clear yet, but certain rules are worth following to ensure your future value.

 

 

1.      Stay informed about how new technologies are shaping the internet and looks at what the leading edge players such as HP and IBM are experimenting with. 

 

 

2.      Don’t try and obstruct communication. Understand what people want to do and provide governance and policy with standardised tool sets. You have a role as an expert and monitor.

 

 

3.      Remain unattached to your current role and just seek to add value in a non judgemental way

 

 

4.      Introduce clear measurement and tracking systems so you can report on what is happening across the technology enabled channels.

 

 

5.      Be an advocate of technology not a resistor and gain a reputation as an informed voice of sense

 

 

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