In the span of just a few days back in mid-March, COVID-19 created an urgent need for organizations of all kinds to communicate critical information to their employees. Suddenly, the economic and operational challenges presented by the virus had workers fretting about everything from their health and safety to working from home, their own job security and in some cases the existential threat to their employer’s business.
In the process, the pandemic forced leaders of organizations large and small to focus – many of them for the first time, perhaps – on internal communications, a function often relegated to a minor role compared to brand marketing and external-facing corporate communications. Crisis communications experts who had typically spent only 25 percent of their time helping corporate clients address employees suddenly were billing 75 percent to internal communications.
The anecdotal evidence suggests some brands gained the trust and loyalty of employees with COVID-19 communications from top leaders that were honest, compassionate, timely and transparent. But many more failed to meet these standards and are now doing damage control with angry employees who feel their employer put profits ahead of people.
Now, with some employees already back in the office and others scheduled to return to work soon, a recently released survey from global PR giant Edelman shows just how deeply workers distrust their employers. Half believe their workplace will not be safe when they return and only 14 percent trust their bosses to make the right decisions about how and when to bring folks back to work.
Prioritizing internal communications is key to addressing employee trust
A recent piece by Wharton School of Business management professor Gregory Shea details the serious erosion of faith and confidence in institutions and leadership at all levels – a byproduct of pandemic confusion and longer-term social ills including corporate corruption and unchecked elitism.
Shea outlines 10 steps leaders should take to rebuild trust – no fewer than six of which relate directly to how, what and when to communicate. C-level executives and anyone responsible for internal communications would do well to review them.
As for restoring employee confidence in returning to work in an era of “fake news” where the sources of information are many and often suspect, Edelman says it’s critical to “consistently fill the information void by disseminating high-quality, reliable information from expert sources.”
Smart brands figured out long ago that communicating effectively with their internal audience can create a strategic advantage that is key to building their business and their brand, not just in times of crisis but every day. They understand that employees can be their brands’ best ambassadors – or, if trust is broken, their worst critics who can easily turn to external channels to vent.
While “our people are our most important asset” may be the most overused throwaway line in corporate PR, companies that actually walk the talk are few and far between. I’ve had the privilege of working with some of those that do – not only by focusing on keeping workers safe and providing the tools to help them succeed and advance, but by placing their internal audience at the top of the communications hierarchy.
With this being budget season when many companies are setting spending priorities for 2021, now is a great time for all organizations to reevaluate their use of internal communications – not only as part of your continued response to the evolving challenges of COVID-19 but as a critical tool to keep your employees engaged and productive, instill and/or strengthen their commitment to your mission and core values, and clearly communicate your business goals so they can help you achieve them.
The pandemic has spawned plenty of resources that can be helpful in such a reevaluation. Consider tapping into articles, webinars and other resources highlighting best practices from industry trade associations and professional communications groups and HR trade associations like the Public Relations Society of America, International Association of Business Communicators and Society of Human Resource Management.
Corporate communicators can also learn a lot from their peers. In the early days of the pandemic, communicators from Seattle-area tech companies gathered virtually to learn from each other in real time and coordinate their companies’ communications as a means of limiting confusion among employees – and, frankly, to make sure one rival wasn’t one-upping the rest on their crisis response.
Finally, ask your employees what they think. Learning how your colleagues feel about internal communications throughout the COVID-19 crisis will provide insights that can lead to improvements.
Many companies survey their employees annually on a number of topics, including communications, but even taking the temperature of employees through informal chats can help you gauge how your communications efforts are playing with the audience that matters most.