Too often, internal communication has played second fiddle to the needs of reputation management. But increasingly, communication directors are using it to underline their role as strategic advisors.
Logging onto some PR consultancy websites is likely to give you a limited idea of what internal communication is all about. You’ll find talk of “every employee [being] a global broadcaster for their organisation” and the news that “now more than ever, a company’s employees are one of the most trusted sources of information”.
Surely employee communication is more than another way to boost your external reputation? Is the need for more robust external channels the only reason for its rising importance on the communication director’s agenda? Or is building a powerful brand or maintaining a good name the only tune that the PR department is interested in playing?
Clearly, communications directors today know that they have to have a wider repertoire than old-fashioned media relation. Consistently internal communication is one of the top concerns when communications directors are surveyed by bodies like the EACD. They are debating how they should orchestrate their teams to meet the rising expectations of their peers around the executive table, expectations for value that goes beyond keeping the press happy.