While digital tools mean the potential reach of communications is wider than ever, focused internal communications still has a vital role to play.
A study from the Chartered Institute of Public Relations (CIPR) found that 92% of internal communication practitioners agreed that internal communications could drive financial performance and team productivity.
But yet during any kind of turbulent time – within the company or the FS market in general – marketing and communications can be seen as ‘nice to have’ – but not vital.
“Lack of communication often causes more harm than good,” says Apthorpe. “Employees are a company’s most valuable and tangible asset and communicating internally will go a long way to building trust – internally and externally.
“Ultimately, employees are the face of an organisation so if there’s some confusion within the firm, you’ve got no hope of the outside world understanding what’s going on. After all, employees can be hugely important brand ambassadors.”
And that’s all employees, not just those in marketing or comms. There can be great value in maximising the personality of the CEO to promote brand values – whether through authored blogs, snippets of video messages distributed on weekly mailings, or simply increasing the face-to-face contact between the exec team and other employees.
A lot is sometimes made of the battle between proactive and reactive communications. But in reality, effective communication comes down to building relationships – and efficient use of the tools or personnel at your disposal. Communications must look both outward and inward, or risk failing to capitalise on the advocacy and energy of the in-house team.