FOR many years – way too many – internal communicators have struggled to prove their value. Even the very best company magazines and communications plans were often greeted with casual indifference. When recessions came long, these channels – and their authors – were often the first victims.
Now, of course, the whole world understands the importance of employee engagement and how people working in comms, HR and Organisational Development are vital to the progression of an organisation.
Or at least that’s the headline. Dig a bit deeper though and it’s easy to find many companies who pay lip service to engagement. Internal communications remains a mystery to a swathe of corporate leaders.
The work being carried out by Engage for Success, therefore, is so important in changing the mindset of corporate Britain; to empower communicators and convince the boardroom of the need for engaged colleagues.
Events like the regional forums – the latest of which takes place on April 26 in Essex – will raise the profile further of this valuable initiative. The publicity generated by Engage for Success is very welcome.
But, and it’s a big but, what is actually changing? For all the words and good intentions, too often engagement is still viewed as a nice to have, but not essential.
And if we’re being critical, are Engage for Success delivering solid, consistent and undeniable proof that a motivated and informed employee can make a difference to the bottom line? Is it all too much talking and not enough doing?
We’re willing and wanting to be convinced. But for many (and in the words of the old saying), it’s all a bit ‘fur coat and no knickers’ right now..