Go back a decade, and you’ll notice how the world, work, and even the way we communicate has all changed. Of course, the internet, social media, and a more active and savvy workforce are to thank for most of it - but it also means that our work is under more scrutiny than ever before. After all, we have to keep up and deliver what the business needs at a faster pace.

Internal communication needs to be at the centre of the business and play a strategic role by helping increase performance and productivity through building trust and engagement. We all know it has an impact, so we must be aware of how it affects the business. With global changes, working environments and the labour market are also changing. We all have greater access to information and resources to choose how and where we work.

Many firms are not trying to get the best out of their workforce by making internal communications a priority. An engaged and happy workforce results positive growth and results for an organisation. It’s as simple as that. Engaged and loyal employees are a result of a cohesive and fun internal communications programme. (https://www.prweek.com)

Transparency is key. We use this buzzword time and time again, but it’s true. Demand is increasing for openness and dialogue. Just as technology has changed the world, it’s also changed the way employees look for jobs and evaluate their employment options, as well as communicate at work.

Employee experience is linked to transparency. When you’re open, you build trust. This definitely links with corporate culture, employee satisfaction and performance. It’s not about it being ‘nice’ to have a good employee experience. It’s important to recruit and retain the best talent from a decreasing pool of skill and experience. Communication is central to all of this. We need to understand how employees interpret the culture and how communications across the organisation impacts their experience.

The ways internal communication is evolving is never ending. But below are the main things we need to think about to try and shift the traditional view as a broadcast function to more than just that!

At BMMI our own strategy needs review, as it is disjointed and ad hoc. By establishing clear guidelines, the organisation can truly reinforce the notion of it being an ‘employer of choice’ and seep in employee engagement.

More focus will be put towards strategy. Yes, we love to be creative and design great campaigns and generate content, but we also need to deliver solutions for deeper business challenges. This goes in line with another focus point: to be able to coach more and do less! We will be focusing on planning and coaching key people across the business to deliver their own communications well. After all, it’s not just our job to communicate for the business - it’s every leaders’ responsibility. Ultimately, this will allow us to make the shift from being reactive to proactive.

Let’s all work together to make 2019 the year for engagement and making communication a two-way thing. It’s about conversations, being courageous in sharing ideas  and encouraging our colleagues to contribute.

Internal communication, although very important, still takes a seat on the back burner and we know that. We don’t have time to wait to be put front and centre, and in 2019 we will need to influence. We need to get up off our chairs and get out in the field.