We are living in an era of major shift, where the only certainty is that change will be more or less constant. To answer this challenge, a real engagement of all stakeholders is mandatory to make things happen throughout the enterprise. Internal communication is a real asset and a key player in the change process.
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We no longer live in an industrial world where employees are chiefly performing repetitive tasks—most of those types of positions are now automated. Today, employees add value by having autonomy, and being creative, innovative and nimble. That means your employees have to be engaged, not just present at the office or on the shop floor.
Unfortunately, according to a 2014 Gallup poll, 78.5% of employees in the U.S. are disengaged at work. At the same time, according to the 2012 IBM CEO Study, 75% of CEOs say that collaboration is a critical skill for employees to have. Is this a bit schizophrenic? Maybe.
Changing an organization is about establishing new relationships based on trust and transparency. But of course, it takes time for that change to come to life, and it’s often a painful process. In a large organization, you can’t do everything at once; you have to set priorities. The problem in most companies is that all of the employees rarely get a real sense of what the priorities are. Internal communication is often deficient in this aspect and doesn’t allow employees to be involved. Most of the time, communication is about the company, not the employees. But in the end, the question everyone’s asking is “What’s in it for me?” For example, does it make sense to just promote the improved operational efficiency gained by a change to an employee?...
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