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1、1IC Index 2023The voice of UK employees helping to inform strategic choices across internal communicationIC INDEX2 2342+25+22+11+B32IC Index 2023IC Index 2023Institute of Internal CommunicationThe Institute of Internal Communication exists to help organisations and people succeed through promoting i
2、nternal communication of the highest standards.We are the only professional body dedicated solely to internal communication in the UK and have been driving standards for over 70 years.We represent more than 2,200 professionals,supporting them to build a movement of passionate,informed and dedicated
3、IC experts.This enables our members to leverage communication,in whatever format,to help colleagues feel informed,connected,engaged and purposeful so that they enhance organisational performance and shape workplaces for the better.Because how we communicate at work matters.#WeMatterAtWorkIpsos Karia
4、n and Box Ipsos Karian and Box is a team of over 130 employee experts at the heart of Ipsoss global network of research specialists.Were one of the fastest-growing agencies in the employee engagement and research sectors and are proud of our reputation for providing strategic insight,innovative repo
5、rting,and a flexible,high-quality service.Weve been trusted advisors to some of the biggest and best names for over 16 years,helping to create environments where people and businesses thrive by giving people a better voice at work.Our team of business consultants,data scientists and creatives shares
6、 a wealth of experience and offers end-to-end expertise,from strategic communications advisory and holistic campaign design,to quantitative listening programmes and powerful leadership diagnostics.Together,were driven by our belief that people with a voice power performance.About usContents02About u
7、s03Contents04Introduction06Whats the story?08The 2023 IC Index story in numbers10How are we seen?22Speak up32Loud and clear44Tales from the top50Manager and team communication60Two-way conversation 66Methodology5IC Index 2023IC Index 2023IntroductionWe need honest,reliable communications now more th
8、an ever.Were living in a state of permacrisis,reeling between the immediate consequences of the pandemic,an ongoing climate crisis,and pressing cost of living concerns.In uncertain times,we look to our leaders to provide stability.The way they communicate with us matters.Against this turbulent backd
9、rop,the fundamental questions remain the same for UK internal communication practitioners:How do we help those leaders communicate in a way that inspires trust?How do we talk about change?How do we champion diverse voices and enable two-way discussions?How do we manage communication platforms and ge
10、t the message out on time,every time?The way we work is undergoing its most profound transformation in a century,emphasising the essential role of effective communication to give employees a powerful and articulate voice.Its critical in building deeper and longer-lasting connections between employee
11、s and their organisation.And its vital for helping employees feel respectfully,authentically and truthfully informed.4Ghassan KarianChief Executive,Ipsos Karian and BoxJennifer SproulChief Executive,Institute of Internal CommunicationWhy were working together The aim of this study is to identify wha
12、t employees across the UK want and need from their internal communication function.Similar reports in this field tend to focus on what internal communication practitioners think is important,or what leaders want from their internal communication teams.We wanted to take a different approach.First and
13、 foremost,this is about the communication experiences and needs of the UK workforce.We have also brought internal communication practitioners together to home in on real industry needs.The joint approach of IoICs practitioners and Ipsos Karian and Boxs research rigour has cemented findings in real d
14、ata,providing robust insights which organisations can use to build improved internal communication strategies.By providing a UK-wide employee view of what good communication looks like,we hope to champion internal communication as a business-critical function.We hope you find this report valuable in
15、 helping you shape your organsiations current and future internal communication strategy.76IC Index 2023IC Index 2023Whats the story?The fundamental insights for the 2023 IC Index story01 IC teams make a positive difference02 Cheerleaders outweigh cynics,but theres work to do03 We need to talk about
16、 strategy04 Time isnt on our side People value good internal communications especially at senior levels or in smaller organisations.Employees are more engaged,more inclined to stay and more likely to trust what their CEO says when an IC team is in place.A large proportion of the UK workforce are ent
17、husiastic about internal communications and believe messages are clear,trustworthy and useful.Be warned,though:there are still large groups of employees who are either negative,confused or unconvinced about the quality of internal communications.Getting strategy communications right is fundamental t
18、o boosting engagement.People also want clarity around how their organisation is performing and what the business priorities are.When that clarity is absent,confidence and engagement falter.Employees spend very little time reading and viewing updates.People snack rather than binge.The majority of UK
19、workers dip into communications briefly between or even during meetings.05 Senior leaders should speak up and use the right channels06 Managers matter and could do more,but need help07 People want to be heard Theres a greater positive response across all organisations when senior leaders communicate
20、 directly and authentically on things like strategy.People prefer to hear from their CEO through remote channels,like email and staff intranet.People trust communications from their direct manager but want more updates from them on team goals and priorities.Managers themselves arent always confident
21、 communicators most would like greater guidance from their communications colleagues.Many employees arent convinced that their organisation is listening to them,or that theyll see positive action on the feedback they provide.Staff surveys alone wont get the job done.Regular listening and manager fee
22、dback are essential for hitting high levels of positivity.98IC Index 2023IC Index 2023The 2023 IC Index story in numbersInternal communications rated positively by majorityNearly half of UK workforce are ambassadors for their employers strategyMore want to hear about employers strategyEmail still mo
23、st common and preferred channelClarity on organisational strategy is weak for large minorityVery little time to capture and keep employee attention6/10 UK employees rate their employers internal communications as excellent.Only one in ten see it as very poor.45%of UK workers are ambassadors for thei
24、r employers strategy(they understand and believe in it),compared to one in four who are passengers neither getting nor believing in it.22pt gap between the proportion of UK employees who dont hear enough about their organisations strategy(33%)and those who receive too much(11%).6/10 UK employees bot
25、h rely on and prefer email as a way of hearing news about and from their employer.57%of UK workers are clear on their employers strategy with marginally more believing in it.15 minutes or less per day is what nearly 7 in 10 UK employees say they spend reading/viewing updates from their employer.Half
26、 trust what their CEO communicatesLarge minority of managers want more help communicating organisational newsLarge numbers want their manager to better communicate team priorities and performanceOver half do not see organisations listening to and acting on feedback54%trust communications from their
27、organisations CEO,over 10pts less than those from their own manager.1/3 line managers dont feel equipped to lead conversations with their teams about what is happening across their organisation.4/10 UK workers want their manager to better inform them about the teams priorities and goals,with another
28、 3 in 10 wanting updates on their employers performance.53%of UK workers say that their organisation welcomes open and honest feedback,while fewer(45%)say their employer shows how feedback is used to inform action.1110Unproofed draft 05/07/2023Unproofed draft 05/07/2023How are we seen?Perceptions of
29、 internal communication1312IC Index 2023IC Index 2023Sarah MeurerVice President Global Communications,ElsevierInternal communications is a critical lever that the most engaging and successful leaders use to build trust,motivate,inspire,and drive high performance with their people.The next opportunit
30、y for internal communicators is to be relentlessly curious about the employee experience people are having from the moment they join to the moment they transition,identifying how to improve the moments that matter,continuously raising the bar for our people.First,some encouraging news:over half of U
31、K workers rate their organisations internal communications as excellent.As youd expect,the view changes a little as we get into the details.For example,people working in smaller organisations are more likely to rate internal communications as excellent although the rating gap between small(64%)and l
32、arge(57%)organisations is minimal.Theres greater inconsistency when we look at seniority.81%of senior leaders rate internal communication as excellent,compared to 56%of team members with no management responsibilities.Time is also a factor.Part-time employees have a below-average experience of inter
33、nal communications compared to their full-time counterparts.Sector trendsWhere people work also makes a difference to their positivity.Those who work in IT are by far the most satisfied with communication from their organisation,along with people in Finance/Banking/Insurance and Hospitality.Its a di
34、fferent story for those working in Education,Transportation/Distribution and Retail,where positivity hovers around 50%,as time and connection issues often limit engagement.The big picture looks goodGenerally positive view of internal communications across the UKHow would you rate how your organisati
35、on communicates with you overall?03(Very poor)Employees in Retail,Transport,and Education are less positive about their organisations communications IT80%Finance/Banking/Insurance69%Hospitality68%Government/Military60%Healthcare/Medical58%Manufacturing58%Retail52%Transportation/Distribution52%Educat
36、ion50%Full-time UK workers rate internal communications more highly63%Full-time UK workers56%Part-time UK workers061%710(Excellent)31%468%1514IC Index 2023IC Index 2023A dedicated internal communications function really does make a difference to the employee experience.Better communicatio
37、n rating 69%of UK workers in organisations with an internal communications function rate communications as excellent,32pts higher than those who do not.Higher engagement UK workers are 16pts more engaged on average when they report having an internal communications team.Lower flight risk Intent to l
38、eave within the next two years is 13pts lower among those who report having an internal communications team within their organisation.Higher trust in the CEO Three in five UK workers trust their CEOs communications when they have an internal communications team,compared to just 46%of those who dont.
39、Managers also benefit from an internal communications functionManagers in organisations with an IC team feel better-equipped to lead conversations about local action,20pts on average.Driving positive business outcomes*Engagement is a measure of the extent to which employees feel valued,motivated and
40、 able to do challenging and interesting work.For years we have championed Internal Comms as a requisite to improving engagement and,ultimately,business results.It is great to see that,through this research,our instinct is correct and Internal Comms teams are demonstrably making a difference to the e
41、mployee experience.Of course we still have more to do but this gives us great evidence to demonstrate that we are no longer a nice to have,but a fundamental requirement in a well-functioning organisation.Remember how workers in IT rate communications from their organisation the highest across all se
42、ctors?Well,theyre also most likely to report their organisation having a dedicated internal communications team(82%).In contrast,just 51%of retail workers say their employer has a dedicated internal communications team.67+22+11+K67%Yes my employer has a dedicated IC team22%I dont know11%No my employ
43、er has no dedicated IC teamOrganisations with dedicated IC teams perform better on key organisational health indicatorsKey:No my employer has no dedicated IC team Yes my employer has a dedicated IC teamThe majority of UK workers report having an internal communications teamAre you aware whether your
44、 employer has a dedicated internal communications(IC)team?How would you rate how your organisation communicates with you overall?Excellent(710 out of 10)Engagement*I plan to leave my employer within the next two yearsI trust the communications I receive from my organisations CEO37%69%43%59%42%29%46%
45、60%Justine StevensonDirector of Internal Communication and Employee Engagement,AQA1716IC Index 2023IC Index 2023We believe people deserve to feel they matter at work.Feeling valued,engaged and informed directly contributes to and delivers higher business performance.Social belonging at work is a fun
46、damental human need and helping people feel they can be themselves at work produces greater levels of commitment and engagement.Effective internal communication improves team cohesion,collaboration,productivity,innovation,reputation,talent attraction and retention,and leads to more satisfied and ful
47、filled employees.The IoICs manifesto sets out nine principles all future-ready organisations must integrate to survive and thrive in the coming decade.We believe:A well-defined organisational purpose helps colleagues engage more fully in their collective mission.Honest and transparent internal commu
48、nication is key to building trust at work.Clear,authentic communication enhances organisational belonging and connection,regardless of external challenges,risks and constraints.High-performing organisations facilitate the smooth flow of multi-directional,open feedback.They prioritise continuous list
49、ening and acting on feedback received.When organisations champion inclusion through the use of empathic,human-centred communication,they naturally yield greater performance,enhance their resilience and sustain operating environments.By aligning people with collective goals,internal communication del
50、ivers motivation,context and inspiration for all stakeholders.Driving advocacy in internal communicationDriving employee engagement is essential,but its just the first step on the ladder to building pride and driving advocacy.Employees need to feel and believe they are part of a culture where they c
51、an thrive while being themselves.Its much more than just connecting employees with the business,purpose and values.Internal Communicators need to connect people with people.That team spirit and sense of belonging is when advocacy happens.UK workers recommend their organisation as a great place to wo
52、rk if they TrustThey trust their CEO,senior and department leadsConnectionThey connect with their organisations valuesListeningThe organisation shows how employee feedback is usedClarityCommunications about business priorities are clearThese factors are influenced most byAre having two-way conversat
53、ions 01Think communications are open and honest02Believe the strategy is the right one 03For the full manifesto visit ioic.org.ukJoe SalmonDirector Communication Business Partnerships,Global Functions,Iron Mountain1918IC Index 2023IC Index 2023Look whos talkingUnconvinced Cynics While my organisatio
54、n does a great job of communicating with me,I still dont feel great about working here.My main problem is trust.I cant count on our senior leadership team to do what they say they will,and I definitely dont trust the CEO.Confused FollowersOn balance,I like my job.And I like our CEO.But I have to say
55、,I dont feel particularly valued,and Im not sure anyone cares what I think.The quality of communications I receive is pretty mediocre too.Theyre easy to read and informative,but they dont help me understand the changes that are happening here.14%17%Our analysis reveals that people in the UK workforc
56、e tend to fall into one of four broad groups.Lets meet them.Rates communication the highest of all groupsThe most likely to want their CEO to explain why change matters The most likely to rely on communications via emailWhen looking for a new job,career development matters more to them than to the o
57、ther groupsThe most likely to want their CEO to give feedback on employees ideas and suggestionsThe most likely to want their manager to spend more quality time with their team Bigger fans of newsletters and intranets than any other groupManagers in this group are the most likely to want communicati
58、ons training Miserable MoanersEverything about working here sucks.I dont like it,I wouldnt recommend it to others and I dont trust anyone.Communication is particularly bad I wish I got more information on pretty much everything.I rely a lot on word of mouth to hear anything.Informed CheerleadersI lo
59、ve it here.My job is interesting,its motivating,and Im really proud to say I work here.Communications are great too I get enough right now,but more never hurts!I even sometimes tune in to my companys podcasts and videos.26%44%Almost half(47%)intend to leave their employer in the next 2 yearsThe most
60、 likely to provide feedback through their direct line managerThe most likely to have provided feedback through a unionThe most likely to prefer interactive and face-to-face communications They describe communications as boring,impersonal,scripted,unclear and uninspiredThey describe communications as
61、 accessible,clear,informative,trustworthy and usefulManagers in this group want more and clearer information on what to communicate to their teamManagers in this group say they need to prioritise communication with their team more NB:%do not appear to add to 100%due to rounding.2120IC Index 2023IC I
62、ndex 2023Its encouraging to know that audiences are positive about the internal communication they are receiving at work but we need to be mindful of the misses.Particularly in larger organisations where the diversity of a work force will be greatest,its important that the tone of voice,messaging an
63、d content formats are right,to cut through noise and make the most impact delivered via a mix of channels to enable audiences to connect in a way that works best for them.Claudi SchneiderHead of Video,Sequel GroupThe positive impact of internal communications shines through in the language people us
64、e to describe it.UK workers generally feel communications from their employers are positive choosing words like useful,clear,informative and accessible to describe their current state.The balance between positive and negative words shifts notably when there is a dedicated internal communications tea
65、m compared to when there isnt.When communication is bad,its very badThose who rated communications from their employer poorly chose words including uninspired,uninformative and unclear.Size matters,too72%of words chosen to describe communications by UK workers in organisations of 500999 employees ar
66、e positive.This positivity drops as organisation size increases down to 65%in organisations with 1,0009,000 employees and 60%in large organisations of 10,000+employees,6pts below the UK average.Most say employers communication feels positiveScripted,formal and boring communications are bad uninspire
67、d,uninformative and unclear communications are terrible By those who rate communications as very poor28%Uninspired26%Unclear26%Uninformative22%Uninteresting22%MeaninglessBy those who rate communications neutrally17%Scripted17%Formal15%Boring15%Impersonal14%UninspiredBy those who rate communications
68、as excellent24%Useful19%Clear18%Accessible18%Informative18%Trustworthy66%Positive words34%Negative wordsIn organisations with a dedicated IC teamIn organisations without a dedicated IC team31%69%46%54%Employees describe communications more positively than negativelyPlease choose up to five words to
69、describe how communication from your employer currently feels to you06322Atibea consed ex et plaborum as des cum exercil litatur,vel id quas est,cus dolenti ut reptusam,et dolorrovidus comnimpos re et,consectotas autectis core eum ipsam,quos neture por sam quibus dendam,cuptur,suntur?Ad q
70、uaerciet haria etur?Te sus milicto invendandi quibus,tem.Ed qui que volores edigene molupta iliciatur molutatem facia pro bea vidis iusdam,comnihi ciatur?Quid quat harunt quam,ut ut omnistrupta etum restibus arit fugitat.At facilitia volorpor sam volesendae quis di ut odiae nos elitation cum vel et
71、officae lati dolupta tioreris corehendebis maximil lecture stiasped ut aut doles aut arci dolorer iatemporio offic te et essedic atiosae pratur sum il eatemporem.Borepudi commoluptas etur?Ique voluptate corerument,que porro molupta nis venim ut et,comnimil modit vollam fugitatur,ut ut omniminciunt i
72、ur apelis eiunt ducitis voluptatque mo moditio.Nam quae ne laut omnihit parum faccum essitio nectusa delluptur aciam est acestes moloreria illuptiusa dollisti nus dolore eos nulparchitis eos pos rest labore cuscim ut aut eles iliqui qui blabore riberia dolupti ationem aut lauta voluptat iliqui venis
73、trunt,ut velignam,tenis inimin nisquae ex et imaximilique volorem commolore voloremque pro tem sit andit dolaut et doles quo dolorit exero et lacimin pa dolut aspit plant omnimpor sa intur?Title over twoAtibea consed ex et plaborum as des cum exercil litatur,vel id quas est,cus dolenti ut reptusam,e
74、t dolorrovidus comnimpos re et,consectotas autectis core eum ipsam,quos neture por sam quibus dendam,cuptur,suntur?Ad quaerciet haria etur?Te sus milicto invendandi quibus,tem.Ed qui que volores edigene molupta iliciatur molutatem facia pro bea vidis iusdam,comnihi ciatur?Quid quat harunt quam,ut ut
75、 omnistrupta etum restibus arit fugitat.tioreris corehendebis maximil lecturet aut doles aut arci dolorer iatemporio offic te et essedic atiosae pratur sum il eatemporem.Name SurnameRole,CompanyIC Index 2023IC Index 2023Speak upWhat the UK workforce wants to hear about2524IC Index 2023IC Index 2023W
76、e now have clear evidence that certain topics are more important to focus on because if theres too little information about them,engagement levels drop.Id strongly urge any internal communication function out there to do a temperature check on how employees within their organisation feel about commu
77、nication around the strategy and direction,as well as career and personal development opportunities.The negative impact is big if we dont get this right.Susanna HoltenSenior Consultant,Ipsos Karian&BoxPeople are most interested in hearing about pay and benefits but strategy and development communica
78、tions are in the mix too.In the context of the global polycrisis,theres a desire for organisations to explain how theyre going to navigate an uncertain world.Closer to home,UK workers are concerned about pay and benefits,44%say theres too little communication on the subject.Pay close attention to en
79、gagement-linked topicsToo little information can mean a big problem,as a lack of communication really affects engagement.Our analysis found two important topics in need of a lot more volume when planning your content:strategy and direction,and development.People also want to hear more on several HR-
80、related themes,including guidance to help them do their jobs and unsurprisingly,given the global context wellbeing information.Three polarising topicsIts worth being mindful of the trickier areas.Equal proportions of UK workers say they receive too much or too little information about the organisati
81、ons purpose and mission,diversity and inclusion,and the organisations values and culture.Whats on the agenda?Too muchRightToo littleNet demand for more of each topic*Dial up a lotPay and benefits 31My organisations strategy and direction 21Career and personal development opportunities 23Dial up a li
82、ttleGuidance to help me do my job 17My organisations challenges 17How my organisation is supporting communities 15Sustainability and our climate strategy 14Ways of working/hybrid working 13New products,technology and services 13Wellbeing information 12External context 11Consider value of further com
83、msHow my organisation is helping customers 6My organisations achievements and successes 6People stories and news 6Polarising topicsMy organisations purpose and mission 3Diversity and inclusion 1My organisations values and culture 2What employees want to hear more(or less)aboutEmployees fed back on w
84、hether they receive too little,too much or the right amount on each topic.Key:Indicates high negative impact on engagement when too little information is received13%43%44%11%56%33%15%47%38%15%52%33%18%47%35%16%54%31%18%50%32%17%53%30%17%53%30%18%52%30%21%47%32%19%56%25%20%54%26%21%51%27%20%58%23%23%
85、53%24%22%58%20%*Net demand for info:%who receive too little-%who receive too much.NB:%do not appear to add to 100%due to rounding.2726IC Index 2023IC Index 2023Engagement is higher when communications are clearGhassan KarianChief Executive,Ipsos Karian and BoxThe relationship between engagement,clar
86、ity and confidence shows up in many ways.For many publicly-listed companies we work with,confidence in the future and trust in senior leaders often mirror share price fluctuations with engagement following the same trend.Just over half of UK workers say their organisation communicates clearly.Althou
87、gh a small majority of employees are positive about the clarity of the communications they receive,theres still plenty to do.Around half of UK workers experience clear communications on organisational goals,business priorities and performance between 55%57%.This matters,because engagement is higher
88、when communications are clear UK workers who are positive on all three questions report average engagement of 79%,while those who are neutral or negative on all three scores sit at 25%.The benefits of clarity dont stop at engagement.Clarity of communication also increases peoples confidence that the
89、ir organisations strategy is the right one.This in turn is one of the biggest drivers of whether people recommend their employer to others as a great place to work (see page 17).In a time when many organisations are struggling to find and attract talent,that kind of employee advocacy goes a long way
90、.We need to be clear about strategyMy employer has clearly communicated our organisations goals for the coming year(for example,financial and customer targets,etc.)55%18%Communications about our organisations business priorities are clear and easy to understand56%15%My employer has clearly communica
91、ted how our organisation is performing57%17%25%engagement when UK workers are negative on all three clear communication questions79%engagement when UK workers are positive on all three clear communication questionsFurther to go to make communications clear for UK workersKey:Positive Neutral Negative
92、27%28%26%NB:%do not appear to add to 100%due to rounding.2928IC Index 2023IC Index 2023Narrowing the gap between employees understanding and believing in strategic communications is such an opportunity for IC colleagues to make a difference within organisations.Convincing,coaching and cajoling leade
93、rship to be seen and heard more often on strategy contributes to that higher level of belief.Suzanne PeckPresident,Institute of Internal CommunicationPeople believe their organisations strategy is the right one for success,but theyre less likely to say their employer has been clear on what that stra
94、tegy is.The margin between scores is slight,but it still leaves us wondering:how can employees believe in a strategy that hasnt been clearly communicated?There may be a risk this is due to selective interpretations rather than the facts.The divide is in the detailsOnce again,the scores show a divide
95、 by seniority.Positivity on both strategy metrics increases with rank,highlighting potential issues around cascading of essential news throughout an organisation.The paradox is also more pronounced at the top.Senior leaders have greater belief in the strategy(likely because they are closer to it)but
96、 proportionally much lower clarity.Perhaps these lower clarity scores indicate that senior leaders do not think their organisation does a good enough job of communicating strategy and priorities to the wider workforce.Team leader scores sit very close to the UK average,while those who work in a team
97、 but arent leaders report below-average positivity on both strategy metrics.This provides a key action point,as for team leaders to engage their teams around strategy,they need to have a clear understanding of it themselves.The(slight)strategy paradoxBelief in the organisations strategy drives overa
98、ll engagementI believe our organisations strategy is the right one for successMy employer has been clear on the organisations strategy and business priorities 62+24+14+K56+27+17+K63%Positive57%PositiveThere is a gap between understanding of and belief in organisational values among more senior manag
99、ersKey:My employer has been clear on the organisations strategy and business priorities I believe our organisations strategy is the right one for successI work in a team and am not a team leaderI lead a teamI manage people who lead teamsI am a senior leader of my organisation54%58%57%64%62%70%66%80%
100、4pt gap14pt gap3130IC Index 2023IC Index 2023We need to up our game around strategy communication.Just 45%of UK workers are both clear on their organisations strategy and believe its the right one for them.Theres no one size fits all solution the challenges differ depending on the type of organisati
101、on you work for and the sector you work in.Our analysis highlights four populations,or segments,within the UK workforce.Each has a different ratio of clarity and belief in their organisations strategy,and each requires a different communication approach.One in four UK workers neither understand nor
102、believe in employers strategyHigh clarity/low belief Bystanders Action for internal communication:Belief in the strategy often comes from understanding whats in it for me and proof that the strategy is working.Focus on broadcasting progress updates against tangible goals,and encourage team conversat
103、ions where people can explore the strategy with the people they work with every day.Low clarity/low belief Passengers Action for internal communication:This group will be the hardest to shift.Try and educate them on what the strategy is first and foremost both in the broad sense and by putting tangi
104、ble activities in each area of your organisation into that broader context.Low clarity/high belief Loose cannons Action for internal communication:This group will also require some targeted education.They should be the easiest to shift into ambassadors,as they already believe youre doing the right t
105、hing just make sure they understand what that means!High clarity/high belief Ambassadors Action for internal communication:Keep doing what you are doing there wont be many neutrals in this group to convert.The main goal is to shift people from other groups into this segment.My employer has been clea
106、r on the organisations strategy and business prioritiesI believe our organisations strategy is the right one for successBystanders12%Clear on strategyDont believe in strategyPassengers 25%Not clear on strategyDont believe in strategyAmbassadors 45%Clear on strategyBelieve in strategyLoose cannons 17
107、%Not clear on strategyBelieve in strategyHighest in17%Education sector Highest in44%Transportation/Distribution sector 32%Org size 10,000+32%Healthcare/Medical sector Highest in62%Senior leaders 60%Age 65+59%IT sector Highest in24%Age 1824The strategy ambassador matrixNB:%do not appear to add to 100
108、%due to rounding3332Atibea consed ex et plaborum as des cum exercil litatur,vel id quas est,cus dolenti ut reptusam,et dolorrovidus comnimpos re et,consectotas autectis core eum ipsam,quos neture por sam quibus dendam,cuptur,suntur?Ad quaerciet haria etur?Te sus milicto invendandi quibus,tem.Ed qui
109、que volores edigene molupta iliciatur molutatem facia pro bea vidis iusdam,comnihi ciatur?Quid quat harunt quam,ut ut omnistrupta etum restibus arit fugitat.At facilitia volorpor sam volesendae quis di ut odiae nos elitation cum vel et officae lati dolupta tioreris corehendebis maximil lecture stias
110、ped ut aut doles aut arci dolorer iatemporio offic te et essedic atiosae pratur sum il eatemporem.Borepudi commoluptas etur?Ique voluptate corerument,que porro molupta nis venim ut et,comnimil modit vollam fugitatur,ut ut omniminciunt iur apelis eiunt ducitis voluptatque mo moditio.Nam quae ne laut
111、omnihit parum faccum essitio nectusa delluptur aciam est acestes moloreria illuptiusa dollisti nus dolore eos nulparchitis eos pos rest labore cuscim ut aut eles iliqui qui blabore riberia dolupti ationem aut lauta voluptat iliqui venistrunt,ut velignam,tenis inimin nisquae ex et imaximilique volore
112、m commolore voloremque pro tem sit andit dolaut et doles quo dolorit exero et lacimin pa dolut aspit plant omnimpor sa intur?Title over twoAtibea consed ex et plaborum as des cum exercil litatur,vel id quas est,cus dolenti ut reptusam,et dolorrovidus comnimpos re et,consectotas autectis core eum ips
113、am,quos neture por sam quibus dendam,cuptur,suntur?Ad quaerciet haria etur?Te sus milicto invendandi quibus,tem.Ed qui que volores edigene molupta iliciatur molutatem facia pro bea vidis iusdam,comnihi ciatur?Quid quat harunt quam,ut ut omnistrupta etum restibus arit fugitat.tioreris corehendebis ma
114、ximil lecturet aut doles aut arci dolorer iatemporio offic te et essedic atiosae pratur sum il eatemporem.Name SurnameRole,CompanyIC Index 2023IC Index 2023Loud and clearHow to reach the UK workforce3534IC Index 2023IC Index 202315 minutes or less each day to engage employees!Yes,its a challenge but
115、 should help us to support our organisations in focusing on only the most relevant and most useful employee communications.Suzanne PeckPresident,Institute of Internal CommunicationA quarter of UK workers spend hardly any time reading or viewing news and updates from their employer.Those who do dedic
116、ate some time in their day to engaging with internal communications typically spend less than 30 minutes on it.This is a real challenge especially when theres so much that organisations need to get out there.So,when do we have their attention?Around two in three UK workers say they prefer to see,hea
117、r or read communications from their employer as part of their team meetings.This means that theyre probably not headed to your intranet or spending time reading newsletters outside of these meetings.Spending time on internal communication in between meetings is the second most popular option,though,
118、so this group will catch up on the things you send out.What does bouncing between meetings do to attention spans and focus?Its well worth considering how likely this group is to remember what theyve just seen.When it comes to those who read communication before work,while travelling to work,generall
119、y outside working hours and when they wake up,this group will require content on-demand if you really want to reach them so its worth considering how you can be inclusive of this group when looking at your content plan.You have 15 minutes (or less!)The majority of respondents view news during or bet
120、ween meetingsWhen,during your day,do you prefer to hear,see or read communications from your employer?Select the three you most prefer.Key:Higher than UK norm Lower than UK norm 51%of senior leaders 46%of age 1824 65%of age 65+30%of age 1824 8%of age 65+18%of age 1824 17%of senior leaders 4%of age 5
121、564&65+As part of team meetings67%Between meetings59%Before starting work48%I schedule time in my day45%During coffee break/lunch break38%While travelling to and from work19%Outside working hours12%When I wake up10%Only precious minutes each day to reach and engage employeesThinking about most work
122、days,how much time do you spend reading/viewing news and updates from your employer about the organisation and its priorities?None hardly any time25+43+23+7+2+OUp to 15 minutes a day1530 minutes a day25%3060 minutes a day7%23%43%Over an hour a day2%Most/least compared to the UK norm3736IC Index 2023
123、IC Index 2023We live in a fast-paced world.We work in fast-paced workplaces.We have 15 minutes to get the attention of colleagues so the simple written word is often most effective.The figures show that we still need to adapt to our audiences(online and offline),but regardless of the form,one princi
124、ple remains paramount:to always convey messages in clear,impactful and accessible ways.Will FoxInternal Communications Manager,BeameryInnovation has its place,but sometimes people like things to be old school.The data is conclusive more traditional routes like reading written information or talking
125、about it during team conversations come out as the most preferred ways to access information about organisational priorities and plans.Hearing and seeing it both come in at a similar level of preference for UK workers overall but theres slightly more appetite for both formats across managers of peop
126、le who lead teams and workers aged 1824.How this changes as we see an increasing number of Gen Z in the workforce is yet to be seen.Head to page 42 to explore how you can future-proof your channel strategy.In larger organisations(of 10,000 or more employees),far fewer employees prefer to see or hear
127、 information.This means the smaller the organisation,the more likely employees are to engage with podcasts,films and animation.Back to basics:most people prefer to read communications Over 50%of respondents most prefer to read informationIf you had a choice,what is your MAIN preference for how you a
128、ccess information about your employers priorities and plans?55%Read it Written information20%Talk about it Team and other group discussions12%Hear it Audio12%See it Film,pictures,infographics17%of managers of people who lead teams21%of managers of people who lead teams18%of employees aged 182430%of
129、employees aged 55643938IC Index 2023IC Index 2023In an increasingly complex world,clarity and alignment of communication are crucial.Its vital that all stakeholders understand whats going on both internally and externally,and also to share a common understanding of their context,situation,purpose an
130、d vision.Creating alignment delivers strategic value and is the new work of the internal communicator.Jennifer SproulChief Executive,Institute of Internal CommunicationLook to your leadersSenior leader communications on strategy have a bigger impact on employee engagement.Theres a real divide in who
131、 UK workers hear business priorities from.28%hear about them through traditional channels that often get priority treatment,like email,video and intranet content.Theres another key route,though:similar proportions get their information through personal communications mainly from direct managers(32%)
132、or an organisations senior leadership team(30%).While an employees manager is the most common source of communication on strategy,it results in the second-lowest levels of belief that the strategy is the right one.People who hear about strategy from their organisations CEO have much higher levels of
133、 belief.This is a big challenge for the largest organisations,where workers hear less frequently from their CEO.There are two possible approaches to solving this challenge.One is simply to improve the visibility of CEOs and those closest to the top who can talk about the strategy with clarity and pa
134、ssion.How they can best communicate is explored more on pages 46 and 47.The second solution is to build the confidence,capability and capacity of line managers to communicate with their teams.We know this is something line managers are asking for(see page 56).The highest levels of understanding and
135、engagement happen when direct managers and senior leaders both play a role in communicating strategy and do it effectively.32%My direct manager25%My departmental leader/senior manager28%Internal communication channels(e.g.intranet,video,emails,etc.)21%My organisations CEODirect managers are the most
136、 common source of key informationWho do you most commonly receive communications about your employers business priorities from(including organisations strategy,plans,changes,etc.)?Key:I believe our organisations strategy is the right one for success.30%My organisations senior leadership team70%63%61
137、%68%63%4140IC Index 2023IC Index 2023With an increasing number of channels available to internal communications teams,its more important than ever to ensure that the mix is right for each organisation.Data analysis will continue to provide insights into employee preferences and behaviours,and help d
138、etermine which channels employees are most comfortable with.Our role will be to take an increasingly data-driven approach when making those key decisions on channel selection and optimisation.Nicole BearneFounder,The Comms ExchangeIts all about the type and the talk:emails and 1-2-1s with line manag
139、ers still come out on top as the most popular communication channels.59%of the UK workforce rely on emails to receive company news and updates,broadly mirroring channel preference.It is unsurprising organisations still rely heavily on this route for communicating strategy and other news updates.Emai
140、l is functional,easy and reliable to get to people in office-based environments.Where organisations perceive a weakness in manager communications and cascade briefings/team discussion on organisational news,they may rely more heavily on broadcasting their news by email.It is a push behaviour that al
141、so suggests a fundamental lack of confidence in pull channels like intranet/social channels.Email is less heavily relied upon in workplaces where employees have limited,if any,online access.Retail,Manufacturing,and other operational sectors see far more news delivery reliant on team meetings and man
142、ager updates.A large proportion of employees in these sectors provide relatively negative feedback on the communications they receive.Managers may be a communication channel that people in these sectors rely on but it is one that is not working as well as it should.Email remains the most relied-upon
143、 and preferred internal channelUnrealised demand for manager 1-2-1s among young men and part-time employees,and demand from young men for company newslettersKey:Reliance PreferenceTop 5 most relied-upon vs.preferred channels Which of the following do you currently most rely on and prefer to receive
144、general news and updates about or from your employer?(Top mentions)Key:Rely on Prefer16%Reliance on 1-2-1s37%Reliance on 1-2-1s11%Reliance on newsletters23%Preference for 1-2-1s42%Preference for 1-2-1s20%Preference for newslettersEmails1-2-1s with my line managerCompany newslettersTeam meetingsMy co
145、lleagues(word of mouth)57%59%36%35%22%24%20%24%9%19%Men,1824Men,1824Part-time employee7ptgap5ptgap9ptgap4342IC Index 2023IC Index 2023Two communication tribesHow do employees engage with communications?82%Traditionalists18%Non-conformistsNon-conformists27%Instagram27%LinkedIn24%Emails23%Enterprise S
146、ocial Media Networks21%Employee magazines20%Digital screens18%SMS or WhatsAppTraditionalists68%Emails43%1-2-1s with my line manager29%Team meetings26%Company newsletters21%My colleagues(word of mouth)17%Microsoft Teams16%IntranetWhich of the following do you currently most rely on to receive general
147、 news and updates about or from your employer?UK workers can be divided into two groups based on their channel preference:non-conformists and traditionalists.Traditionalists rely on,well,traditional channels to receive updates from their employer things like emails and line manager 1-2-1s.Non-confor
148、mists use email,too,but they prefer external channels,such as Instagram and LinkedIn.Non-conformists are more common in generations that are newer to the workforce and in smaller companies of 500999 employees.But its not all Zoomers and SMEs senior leaders also use these channels to find and digest
149、information about their organisation.Where are the two communication tribes?Key:Non-conformists TraditionalistsAge182432%68%253423%77%354416%84%455411%89%55647%93%65 or over2%98%SeniorityI am a senior leader of my organisation33%67%I manage people who lead teams26%74%I lead a team19%81%I work in a t
150、eam and am not a team leader13%87%Company size50099925%75%1,0004,99918%82%5,0009,99914%86%10,000 or more11%89%4544Atibea consed ex et plaborum as des cum exercil litatur,vel id quas est,cus dolenti ut reptusam,et dolorrovidus comnimpos re et,consectotas autectis core eum ipsam,quos neture por sam qu
151、ibus dendam,cuptur,suntur?Ad quaerciet haria etur?Te sus milicto invendandi quibus,tem.Ed qui que volores edigene molupta iliciatur molutatem facia pro bea vidis iusdam,comnihi ciatur?Quid quat harunt quam,ut ut omnistrupta etum restibus arit fugitat.At facilitia volorpor sam volesendae quis di ut o
152、diae nos elitation cum vel et officae lati dolupta tioreris corehendebis maximil lecture stiasped ut aut doles aut arci dolorer iatemporio offic te et essedic atiosae pratur sum il eatemporem.Borepudi commoluptas etur?Ique voluptate corerument,que porro molupta nis venim ut et,comnimil modit vollam
153、fugitatur,ut ut omniminciunt iur apelis eiunt ducitis voluptatque mo moditio.Nam quae ne laut omnihit parum faccum essitio nectusa delluptur aciam est acestes moloreria illuptiusa dollisti nus dolore eos nulparchitis eos pos rest labore cuscim ut aut eles iliqui qui blabore riberia dolupti ationem a
154、ut lauta voluptat iliqui venistrunt,ut velignam,tenis inimin nisquae ex et imaximilique volorem commolore voloremque pro tem sit andit dolaut et doles quo dolorit exero et lacimin pa dolut aspit plant omnimpor sa intur?Title over twoAtibea consed ex et plaborum as des cum exercil litatur,vel id quas
155、 est,cus dolenti ut reptusam,et dolorrovidus comnimpos re et,consectotas autectis core eum ipsam,quos neture por sam quibus dendam,cuptur,suntur?Ad quaerciet haria etur?Te sus milicto invendandi quibus,tem.Ed qui que volores edigene molupta iliciatur molutatem facia pro bea vidis iusdam,comnihi ciat
156、ur?Quid quat harunt quam,ut ut omnistrupta etum restibus arit fugitat.tioreris corehendebis maximil lecturet aut doles aut arci dolorer iatemporio offic te et essedic atiosae pratur sum il eatemporem.Name SurnameRole,CompanyIC Index 2023IC Index 2023Tales from the topHow do people like to hear from
157、their leaders?4746IC Index 2023IC Index 2023Heres our case to start bringing the broader leadership team into the communications mix:people want to hear from them directly!Its often debated how involved leadership should be and sometimes leaders are reluctant to be involved.The data shows that there
158、s a clear need for more face-to-face interactions with departmental leaders or senior managers.Rebecca Crosby Innovation and Thought Leadership Director,Ipsos Karian&BoxWhen it comes to communications,UK workers make a distinction between CEOs and senior leaders and they want to hear from them in di
159、fferent ways.Almost half of UK workers prefer to see or hear from their departmental leader or senior manager through face-to-face interactions,such as briefings or town halls(possibly as a result of the pandemic).Email is the most preferred channel for communications from both groups,especially CEO
160、s.As outlined on pages 36 and 38,this is partly down to what employees know and are familiar with.While CEOs can get away with communicating via email,there is a much higher demand to see departmental leaders in a face-to-face and interactive setting.This is likely due to people having had more pers
161、onal interactions with their local leaders.Research elsewhere shows proximity and familiarity foster greater confidence and comfort,making town halls led by departmental leaders preferable to those led by the CEO.Virtual briefings hold more appeal for people aged 2534.Interest in these channels fall
162、s among older audiences.However,the trend by age is not as seismic as some might expect.The gaps between younger and older employees on the demand for virtual leader communications is not huge.This highlights that,irrespective of generation,some common truths still apply on how employees want their
163、leaders to communicate.Senior leadership communications:horses for courses Younger employees,particularly those aged 2534,are more interested in virtual briefings and videos from CEOHow do you prefer to see or hear from your organisations CEO?Key:Virtual interactions such as briefings or town halls
164、VideoEmailFace-to-face interactions such as briefings or town hallsOur intranetVirtual interactions such as briefings or town hallsVideoInternal social mediaExternal media e.g.newspapers,TV news and websitesExternal company social media channelsI dont want to hear from themEmployees want to receive
165、information from senior leaders by email but also want to see departmental leaders in personKey:How do you prefer to see or hear from your organisations CEO?How do you prefer to see or hear from your departmental leader/senior manager?4455455-6465 or over18%17%21%20%21%17%15%15%11%14%10%1
166、2%60%55%27%47%22%18%18%19%5%6%17%13%4%3%11%10%5%3%4948IC Index 2023IC Index 2023Its human nature to trust people you know more than people you dont.High-performing organisations expect line managers to prioritise their role as communicator.Reinforcing this role is the most important thing we can do.
167、We are a large,dispersed organisation of over 40,00 people in locations all over Great Britain.Since many of our colleagues are in operational roles,reaching them with our internal communications is challenging.Were increasingly looking at what we can do to support and equip line managers to engage
168、their teams rather than relying on formal communications channels to plug the gaps.Claire GrundyDirector,Internal Communications&EngagementProximity is important.People place greater trust in what they hear from their direct manager than from their CEO.As the distance between CEO and employee increa
169、ses,CEO trust declines while direct manager trust remains relatively consistent.The gap between trust in CEOs and direct managers is 7pts among smaller organisations of 500999 employees and 17pts among larger organisations of 10,000+employees.This finding is unsurprising.Studies show the closer you
170、are to someone,the more you trust them.Larger organisations can get around this by ensuring their CEO and other senior leaders are regularly visible to employees.Those that do will experience higher levels of trust in their leaders.Dedicated communication teams make a differenceTrust in communicatio
171、ns from a CEO is 8pts higher when organisations have an internal communications team.The same trend applies to direct manager communications,with trust jumping from 54%to 65%in the presence of an internal communications team.Trust also sees a boost when internal communications teams do great work.Ra
172、tings rise above the UK average for both CEO and direct manager communications when people say internal communication from their employer is excellent.Direct managers are the most trusted messengers Greater trust for direct managers than CEOs65%I trust the communications I receive from my direct man
173、ager54%I trust the communications I receive from my organisations CEODirect manager trust consistent irrespective of organisational size,CEO trust declinesKey:I trust the communications I receive from my organisations CEO I trust the communications I receive from my direct manager5009991,0004,9995,0
174、009,99910,000 or more66%59%66%57%65%52%64%47%46%69%54%77%Trust when employer has no dedicated IC teamTrust when employer has a dedicated IC team that employees rate as excellent5150Atibea consed ex et plaborum as des cum exercil litatur,vel id quas est,cus dolenti ut reptusam,et dolorrovidus comnimp
175、os re et,consectotas autectis core eum ipsam,quos neture por sam quibus dendam,cuptur,suntur?Ad quaerciet haria etur?Te sus milicto invendandi quibus,tem.Ed qui que volores edigene molupta iliciatur molutatem facia pro bea vidis iusdam,comnihi ciatur?Quid quat harunt quam,ut ut omnistrupta etum rest
176、ibus arit fugitat.At facilitia volorpor sam volesendae quis di ut odiae nos elitation cum vel et officae lati dolupta tioreris corehendebis maximil lecture stiasped ut aut doles aut arci dolorer iatemporio offic te et essedic atiosae pratur sum il eatemporem.Borepudi commoluptas etur?Ique voluptate
177、corerument,que porro molupta nis venim ut et,comnimil modit vollam fugitatur,ut ut omniminciunt iur apelis eiunt ducitis voluptatque mo moditio.Nam quae ne laut omnihit parum faccum essitio nectusa delluptur aciam est acestes moloreria illuptiusa dollisti nus dolore eos nulparchitis eos pos rest lab
178、ore cuscim ut aut eles iliqui qui blabore riberia dolupti ationem aut lauta voluptat iliqui venistrunt,ut velignam,tenis inimin nisquae ex et imaximilique volorem commolore voloremque pro tem sit andit dolaut et doles quo dolorit exero et lacimin pa dolut aspit plant omnimpor sa intur?Title over two
179、Atibea consed ex et plaborum as des cum exercil litatur,vel id quas est,cus dolenti ut reptusam,et dolorrovidus comnimpos re et,consectotas autectis core eum ipsam,quos neture por sam quibus dendam,cuptur,suntur?Ad quaerciet haria etur?Te sus milicto invendandi quibus,tem.Ed qui que volores edigene
180、molupta iliciatur molutatem facia pro bea vidis iusdam,comnihi ciatur?Quid quat harunt quam,ut ut omnistrupta etum restibus arit fugitat.tioreris corehendebis maximil lecturet aut doles aut arci dolorer iatemporio offic te et essedic atiosae pratur sum il eatemporem.Name SurnameRole,CompanyIC Index
181、2023IC Index 2023Manager and team communication52IC Index 2023IC Index 2023Engagement drops off when the CEO communicates less frequentlyKey:Engagement How often does your organisations CEO communicate with employees around you?10%23%17%18%16%6%11%Every few daysWeeklyEvery few weeksMonthlyQuarterly/
182、every few monthsOnce or twice a yearRarely,if at all69%61%57%55%49%43%30%20pt gap53We need to see our leadersIn general,UK workers dont need personal communication from their CEO(see preferences on page 47)an email is fine.But what does matter is how often people see or hear from them.This has a big
183、 impact on engagement.If a CEO only communicates quarterly or every few months,engagement is likely to be 20pts lower than if they communicate with the business every few days.And with only around a third of employees hearing from their CEO weekly or more,theres a big opportunity for organisations t
184、o boost visibility.This pattern is similar for both departmental leaders and direct managers.That said,an email from the CEO every few days will likely get old quickly.Organisations will need a strong content mix to avoid CEO communication becoming part of the corporate wallpaper when looking to inc
185、rease the frequency of communication.Organisations with younger workforces(especially with a large population aged 2534)should consider how they can supplement the emails with virtual briefings or videos from the CEO.By being visible,leaders foster trust,cultivate a deep sense of belonging,and enabl
186、e employees to understand the bigger picture.Thats why its crucial to view leadership visibility not as a mere checkbox activity,but as a key element of our engagement strategy.This involves establishing a consistent rhythm of touchpoints through various channels(digital and face-to-face),ensuring t
187、hat interactions remain engaging,authentic,and meaningful.By doing so,leaders can create an environment where employees feel valued,connected,and inspired to contribute their bestLaura ColantuonoGroup Head of Internal Communications at Fremantle54IC Index 2023IC Index 2023This research absolutely ri
188、ngs true,both with my experience here and in previous organisations.The role the people manager plays,on a daily basis,in creating context,alignment,pride and belief in the work of their teams,and their connection to the business as a whole,can never be underestimated.For many employees,they represe
189、nt the business,and its incumbent on every business to equip them properly to undertake that role giving them the content AND capabilities to have meaningful conversations with their people.Every conversation is unique to the individual.Paul DigginsHead of Internal Communications,SantanderManagers n
190、eed to talk about team priorities and goals Throughout this report,we see the value of great communication from direct managers.Theyre a trusted source of information so what do employees want from them?Performance updates sit at the heart of what employees want.UK workers want their manager to keep
191、 them informed about team priorities and goals above all else,swiftly followed by updates on how the wider organisation is performing.Other things UK workers want from their managers are beyond the remit of internal communications teams spending quality time with the team,providing wellbeing support
192、 and organising dedicated 1-2-1 meetings.Internal communications teams should ensure there is information readily available at the right time to help managers better connect their teams to what matters to the organisation they work in and how they can help to achieve those goals.Keep us informed abo
193、ut our team priorities and goals41%More requested by senior leadersUpdate our team on how the organisation is performing31%Spend quality time with the team30%Share important organisational information more quickly27%Explain how what we do in our team supports the organisations wider priorities25%Als
194、o want more information on this from their CEOProvide opportunities for our team to discuss our organisations priorities24%Least likely to want to read communications.They prefer to listen,watch or discussDedicated 1-2-1 meetings21%Provide wellbeing support16%Requested nearly twice as often by women
195、 vs.menRole-model our organisations values10%Updates on priorities and performance key ask of managersWhat do you want MORE of from your direct manager to help you be at your best in your job?(Please select up to three of the most important ones for you)Key:What managers communicate and how they com
196、municate it How managers engage and support their teams55Key fact5756IC Index 2023IC Index 2023Team leaders are being asked to do a lot especially in the communications space.But many of them dont feel equipped to have the conversations their organisations need them to have with their teams.A lot of
197、 people who become team leaders get promoted into their roles because they are technically skilled at what they do.But being skilled within your field and being a confident,comfortable communicator are two very different things.Great communication also takes time,experience and training.Senior leade
198、rs and those who manage people who lead teams feel far more equipped to lead conversations about whats happening across their organisation,perhaps because theyre closer to decision-making,change management plans or the strategy for years ahead.Or they may just have more experience of doing it.But te
199、am leaders need support.They need more information about what to communicate and for this information to be clearer(see page 59).One in three line managers dont feel equipped to lead team conversationsI lead a team65%14%I manage people who lead teams75%8%I am a senior leader of my organisation83%6%A
200、 third of first line managers dont feel equipped to lead a conversation with their team I feel equipped to lead a conversation with my team(s)on whats happening across the organisationKey:Positive Neutral Negative21%18%11%Line managers in the IT and Hospitality sectors feel best equipped to lead con
201、versationsI feel equipped to lead a conversation with my team(s)on whats happening across the businessIT81%Hospitality81%Government/Military76%Finance/Banking/Insurance74%Manufacturing72%Transportation/Distribution68%Retail65%Healthcare/Medical64%Education61%Conversation is a primary cornerstone of
202、all human relationships.Its our ability to share stories and experience that distinguishes us from other animals.Curiosity for the lived experience of others enhances empathy and is the primary means by which we build bonds of belonging,trust,goodwill and mutual positive regard.Jennifer SproulChief
203、Executive,Institute of Internal CommunicationNB:%do not appear to add to 100%due to rounding5958IC Index 2023IC Index 2023Whats coming through loud and clear is the need to support leaders and line managers both as a channel and as an audience.Internal Communicators can play a huge part in helping t
204、his population to have the right tools,channels and information so that theyre equipped to have effective,two-way conversations with their people.Caroline LagdenHead of Internal Communications,Lloyd Banking GroupIts clear there isnt a one-size-fits-all support package for managers when it comes to c
205、ommunication.Leader support needs vary by seniority Most managers would like more and clearer guidance on what should be communicated;senior leaders want more frequent communicationWhat would help you communicate more effectively with your team(s)?Select all that apply.Key:I lead a team I manage peo
206、ple who lead teams I am a senior leader of my organisation34%30%27%33%33%27%25%28%37%28%22%34%19%28%33%20%25%27%27%26%26%Greater need among junior leaders on what to communicateId like more information on what to communicateId like clearer information on what to communicateGreater need among senior
207、leaders to prioritise communication I need to prioritise communicating with my team moreI need to have more time to prepare for communicating with my teamGreater need among senior leaders on how to communicateI need to develop better two-way communication with my teamId like more information on how
208、to communicate with my teamConsistent across all leadersId like more trainingSupport them by:Building explicit calls to action into manager briefings or cascade emails Segmenting your manager population so you can tailor briefings to their needs Investing in high-quality resources that managers can
209、use to prepare their communicationsSupport them by:Providing briefing materials in advance of key communication dates and events so they can prepare Introducing listening tools to help build two-way communications(see page 65 for the most effective solutions)Empowering your senior leaders with data
210、about the communications preferences of their team so they find the right rhythms and solutionsTeam leaders need more hands-on support and information on what they should be communicating to their teams.The information they get now could benefit from greater clarity.Senior leaders tend to be further
211、 along on the communication maturity journey.They recognise the need to prioritise communication with their teams more.Theyre open to suggestions from their internal communication teams around how best to do this.Regardless of seniority,around a quarter of all managers and leaders say they need more
212、 training on communication and we already know that employees themselves have topics they want to know more about(see pages 2425).Responsibility for this can fall somewhere between HR and Internal Communications but regardless of who takes the lead,organisations need to make this a priority.6160Atib
213、ea consed ex et plaborum as des cum exercil litatur,vel id quas est,cus dolenti ut reptusam,et dolorrovidus comnimpos re et,consectotas autectis core eum ipsam,quos neture por sam quibus dendam,cuptur,suntur?Ad quaerciet haria etur?Te sus milicto invendandi quibus,tem.Ed qui que volores edigene molu
214、pta iliciatur molutatem facia pro bea vidis iusdam,comnihi ciatur?Quid quat harunt quam,ut ut omnistrupta etum restibus arit fugitat.At facilitia volorpor sam volesendae quis di ut odiae nos elitation cum vel et officae lati dolupta tioreris corehendebis maximil lecture stiasped ut aut doles aut arc
215、i dolorer iatemporio offic te et essedic atiosae pratur sum il eatemporem.Borepudi commoluptas etur?Ique voluptate corerument,que porro molupta nis venim ut et,comnimil modit vollam fugitatur,ut ut omniminciunt iur apelis eiunt ducitis voluptatque mo moditio.Nam quae ne laut omnihit parum faccum ess
216、itio nectusa delluptur aciam est acestes moloreria illuptiusa dollisti nus dolore eos nulparchitis eos pos rest labore cuscim ut aut eles iliqui qui blabore riberia dolupti ationem aut lauta voluptat iliqui venistrunt,ut velignam,tenis inimin nisquae ex et imaximilique volorem commolore voloremque p
217、ro tem sit andit dolaut et doles quo dolorit exero et lacimin pa dolut aspit plant omnimpor sa intur?Title over twoAtibea consed ex et plaborum as des cum exercil litatur,vel id quas est,cus dolenti ut reptusam,et dolorrovidus comnimpos re et,consectotas autectis core eum ipsam,quos neture por sam q
218、uibus dendam,cuptur,suntur?Ad quaerciet haria etur?Te sus milicto invendandi quibus,tem.Ed qui que volores edigene molupta iliciatur molutatem facia pro bea vidis iusdam,comnihi ciatur?Quid quat harunt quam,ut ut omnistrupta etum restibus arit fugitat.tioreris corehendebis maximil lecturet aut doles
219、 aut arci dolorer iatemporio offic te et essedic atiosae pratur sum il eatemporem.Name SurnameRole,CompanyIC Index 2023IC Index 2023Two-way conversation 62IC Index 2023IC Index 2023Employees who say employer welcomes feedback and is seen to act on itEmployees who say employer welcomes feedback but i
220、s NOT seen to act on itMy employer has clearly communicated our organisations goals for the coming year(for example,financial and customer targets,etc.)Recommend employer as a great place to workEngagementIn short:no.Around half of UK workers dont feel listened to by their employer.Across the board,
221、theres no strong sense that organisations welcome open and honest feedback particularly in large organisations of 10,000+employees,where positivity falls to 46%.UK workers also dont feel that organisations are good at showing how their feedback informs the choices they make.For large organisations,p
222、ositivity is just 37%.The importance of acting on feedbackBy controlling the narrative and showing how employee feedback is used to help inform decisions and actions,weve got lots to gain.When organisations welcome feedback on them as an employer and show how employee feedback is used,both advocacy
223、and engagement jump by over 20pts.And ratings of internal communication improve massively too.Are we doing enough to drive dialogue?Around half dont feel listened to by their employerOrganisations need to welcome and act on feedback53+25+22+I46+27+27+I37+28+35+I45+27+28+II feel my organisation welco
224、mes open and honest feedback on them as an employerMy organisation is good at showing how colleague feedback is used to help inform decisions and actions53%Positive45%PositiveLowest in organisations with 10,000 or more employeesLowest in organisations with 10,000 or more employees46%37%81%59%59%24pt
225、difference22ptdifference85%55%30ptdifference6383%Building a culture of feedback is vital for organisational performance.Employees at all levels possess valuable insights and expertise and,when they feel listened to,they are more likely to contribute their ideas or raise issues.This creates a culture
226、 of continuous learning and adaptation.Leaders at all levels will benefit from engaging in active listening with support and encouragement from their Internal Communications teams.Nicole BearneFounder,The Comms Exchange6564IC Index 2023IC Index 2023Too often siloes exist across organisations when it
227、 comes to employee listening.The evidence here suggests that less is more,and therefore a connected,aligned listening strategy to support strategic outcomes across the employee experience is critical for bringing together listening objectives for different teams,including IC,HR,ESG and inclusion.The
228、 impact of listening is significantly undermined when its done for the sake of checking scores and progress and not with a clear purpose to drive change or input to decision making what we call windscreen vs.rear-view mirror listening.Louise BreedUK CEO,Ipsos Karian and BoxThe channels people use th
229、e most give the least positive impression of an employers attitude to feedback.Half of UK workers filled in the annual staff survey last year but only 57%of those people feel their organisation is open to feedback.While these surveys are a solid foundation for an organisations listening strategy,the
230、yre not enough on their own.UK workers are much more positive about their employers attitude towards open and honest feedback when they run an annual survey alongside at least two other listening channels.The most effective combination of three channels is an annual survey,a pulse survey and two-way
231、 manager conversations.The next-best addition is an Employee Forum(also known as a Community Panel).As might be expected,the worst thing employers can do is to not do any listening at all in this case,the proportion of people who feel their organisation welcomes feedback plummets to less than a thir
232、d.We need to stay on the front foot of listeningRunning an annual staff survey and 2 listening channels provides the best balance of effort and resultsAnnual staff survey onlyAnnual survey+1 other channelAnnual survey+2 other channelsAnnual survey+3 other channelsAnnual survey+4 other channels%I fee
233、l my organisation welcomes open and honest feedbackDiminishing returns46%56%66%70%72%The most commonly used feedback methods are seen as less effectiveIn the past 12 months,how have you provided feedback within your organisation?Select all that apply.Key:Proportion selecting I feel my organisation w
234、elcomes open and honest feedback on them as an employer48%30%20%16%14%13%12%8%8%Annual staff surveyThrough my direct managerEmployee forumShort/regular pulse surveyEmployee network groups Q&A with our CEO Q&A with the wider leadership teamThrough an employee rep Comments on internal social media or
235、my intranet 57%58%62%62%68%66%61%67%66%66IC Index 2023IC Index 2023Methodology20+80+0+0+I41+59+0+0+I10+30+30+18+10+2+I40%Man59%Woman1%Non-binary1%Prefer not to say10%182430%253430%354418%455410%55642%65 or over1%Prefer not to sayGenderAgeEmployment status20%Part-time employee80%Full-time employeeAbo
236、ut this report The IC Index 2023 question set was developed in collaboration with an expert working group of IC practitioners from a range of sectors to help identify the key challenges and opportunities facing the IC profession.A sample of 3,000 UK workers was selected to ensure the ability to dive
237、 deeper into results and themes.The sample covered only employees working in large organisations employing over 500 employees to increase the likelihood of their organisation having a dedicated internal communication function in place.The sample was stratified to ensure the results are representativ
238、e by sector,gender and age.The survey was live from 620 March 2023.UK region6728+29+15+28+I15%Retail10%Finance/Banking/Insurance9%Healthcare/Medical8%IT6%Government/Military5%Education5%Manufacturing5%Transportation/Distribution4%Hospitality3%Accounting2%Aerospace/Aviation/Automotive28%50099929%1,00
239、04,99915%5,0009,99928%10,000 or moreOrganisation sizeTotal headcountSector2%Construction/Home Improvement2%Engineering/Architecture2%Food Service2%Legal2%Non-profit1%Advertising1%Consulting1%Marketing/Market Research/Public Relations1%Media/Printing/Publishing1%Pharmaceutical/Chemical1%Real Estate1%
240、Telecommunications1%Utilities1%Wholesales1%Business/Professional Services1%Agriculture/Forestry/Fishing1%Biotechnology1%Entertainment/Recreation1%Mining1%Research/Science1%Utilities(Electric,Gas,Sanitary Services)8%OtherLondon17%South East12%North West11%Yorkshire&the Humber10%West Midlands9%East Mi
241、dlands8%East7%Scotland7%South West7%North East5%Wales5%Northern Ireland2%The research behind this report was conducted by Ipsos Karian and Box on behalf of the IoIC.Research and reporting teamEleanor MillingtonHanna SarekannoMatthew MasonMiles CrosbyMorgan Barker-ThorneRebecca CrosbyRebecca TsehaySusanna HoltenFor more information about the IC Index,reach out to For more insights ioic.org.uk Institute of Internal Communication IoICNews ioic_uk IoIC Institute of Internal Communication Ipsos Karian and Box KarianandBox