What 2014 holds for Internal Communications

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    23-Aug-2014
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This is the follow up to last years guide to Internal Communication trends. This years guide outlines 4 main areas that we think are going to be key in 2014, along with sub themes and a wealth of hints and tips. We hope it is of benefit, and brings you success with your 2014 internal communications!

Transcript of What 2014 holds for Internal Communications

  • WHAT 2014 HOLDS FOR INTERNAL COMMUNICATIONS
  • CONTENTS 01 MOBILE DEVICES 02 THE LEAKING DIGITAL WORKPLACE 03 THE CHANGING ROLE OF INTERNAL COMMUNICATORS 04 THE YEAR OF EMPLOYEE ENGAGEMENT?
  • 01 MOBILE DEVICES
  • 01 A key trend for EXTERNAL communications in 2014 will be organisations taking a mobile first approach. And with the ever blurring of lines between external and internal communications, mobile is a trend that looks set to filter into the internal communications world too. In addition, popularity of mobile in internal communications will further grow as a result of the Bring Your Own Device (BYOD) movement. BYOD was a key trend we identified in our 2013 trend guide which you can read more about here. MOBILE DEVICES 1.1
  • 01 MOBILE DEVICES In turn, mobile will continue to fuel three other trends from last years guide VIDEO: Mobile video is exploding. Faster (4G) mobile internet connections are fuelling on-the-go video habits, with many using their smartphones to consume videos they had planned to watch beforehand. (Linked to the above point). We all know smartphones are often used to relieve boredom or fill time, and its videos that are regularly turned to (Often discovered in social networks and emails). Take advantage of this. Younger audiences have mobile video habits, which are entering the workplace. Organisations must tailor communications accordingly. Worth knowing is that for smartphone video most sessions are short. Only 40 percent of smartphone video sessions globally are over ten minutes in length,according to Ooyala, a global digital video streaming platform. And The vast majority of people are still snacking on video with their smartphones, says Oovala CEO, Bismarck Lepe. Lepe also forecasts video consumption on smartphones will surge by a factor of 10 in the next five years. We all know combined visual and audio communications (videos) are the most effective. And now mobile will become even more of a key channel for internal communications to use to exploit this. 1.2
  • 01 MOBILE DEVICES DIGITAL PUBLISHING: B2B and internal digital publishing has not seen the same speed of adoption as digital publishing in the consumer world. But it will. Organisations are looking to reduce internal publishing (print) costs and are aiming to take advantage of the growing adoption of tablets/smartphones in the workplace. Therefore digital publishing is the answer. As well as cost reduction, there are a huge number of benefits to digital publishing, for both the organisation and its employees. You can read more about them here in our 2013 guide. 1.3
  • 01 1.4 MOBILE DEVICES CORPORATE APP STORES Again, as we made reference to in our 2013 guide, it is predicted (Forrester) that by 2015 about half of the devices on a corporate network will be mobile. And with the users of the mobile devices using apps, it is imperative organisations have systems in place to manage app usage. In 2014, we think companies should take app management a step further, by focusing on creating more of their own apps. Allowing them to benefit from: Greater control Apps that meet specific client needs Greater productivity Increased security
  • 01 MOBILE DEVICES GIVEN THE MOBILE TREND It is strongly suggested: 1. Employers encourage employees to bring their own devices to work. 2. Employers train employees on BYOD best practice. To maximise productivity To minimise risk Clearly the adoption of mobile devices in the workplace will create a more flexible team of employees - One that will rely on strong virtual networks, apps, video conferencing and other digital technologies to help build a digital workforce. Internal communications will not only shape and manage the change but will then be required to make best use of the new channels. But of course, the digital workplace of the future does pose some threats to the organisation... 1.5
  • 02 THE LEAKING DIGITAL WORKPLACE
  • 02 2.1 THE LEAKING DIGITAL WORKPLACE The changing digital workplace has resulted in greater amounts of sensitive company data being placed on physical storage devices, housed in the cloud and on servers, and made accessible through social networks, intranets and on smart phones/tablets. While of course this brings clear advantages, it also means organisations are increasingly vulnerable to system failures, data losses and cyber attacks. For the sixth consecutive year, the cost of lost or stolen information has continued to rise, with the average organisational cost to a business suffering a data breach now 2.04m (2012), up from 1.75m in the previous year. (2013 Cost of Data Breach Study by Symantec and the Ponemon Institute)
  • 02 Businesses are of course, trying to address the rising problem. Last year alone, worldwide organisations spent $114 billion trying to stem the data breach tide, with many businesses investing entirely in security technology. Yet employee negligence continues to be the most common cause of data loss. THE LEAKING DIGITAL WORKPLACE Human factor 37% Malicious or criminal attack 34% Examples of employee behaviour putting company information at risk includes: Using weak and unsafe passwords Opening suspicious emails or attachments Leaving laptops/smartphones unguarded Publishing unapproved information on social networks Storing unencrypted information on memory sticks System glitch 29% 2.2
  • 02 Clearly, to reduce information breaches, its crucial organisations build a security-conscious corporate culture. Beginning with a strategic internal communication campaign. The following is a snap shot of the methodology we used to help one of the worlds largest organisation cultivate a security conscious culture. THE LEAKING DIGITAL WORKPLACE 2.3
  • 02 RESEARCH Firstly, undertake in-depth research (surveys, focus groups etc.) to identify the types of employee behaviour that is placing company information at risk and the reasons as to why employees are undertaking the behaviours. Surveys should then be routinely carried out to help inform the behaviours that require greater attention (changes to the communications). Surveys must also act as benchmarks, against which future behaviour change can be measured. THE LEAKING DIGITAL WORKPLACE 2.4
  • 02 THE LEAKING DIGITAL WORKPLACE RAISE AWARENESS The goal here is to make employees aware of the threats data breaches pose. These communications ideally need to be shocking and focus on the consequences of incorrect behaviour for both the organisation and the employee. Real life examples/scenarios are particularly effective, especially when tailored to the environment the employees operate in. Video proved to be a very successful medium to employ. 2.5
  • 02 EDUCATE EMPLOYEES Toolkits (based on the behaviours identified in the initial research) should be supplied to leaders, so that they are equipped with the right information to educate employees. Its important that once the information has cascaded down from the leaders, it is further spread through the organisation by employees, who become sharers or champions. They help facilitate two way dialogue, creating bottom up communications. Given that Information Risk Management (IRM) is a dry subject area and one that is somewhat shrouded in mystery to the employee, its imperative that an open dialogue is encouraged using dynamic language, in order to make the topic more interesting, clear and engaging. THE LEAKING DIGITAL WORKPLACE 2.6
  • 02 THE LEAKING DIGITAL WORKPLACE TRAINING New behaviour has to be practiced in order to be adopted, and spotting information risks is a skill that improves greatly with experience. However, due to the nature of IRM, its not something you can easily practice in the real world. We created a suite of digital games that allowed us to replicate real world situations in a virtual environment. The games provided interaction with the campaign messages, meaning the behaviour demonstrated in the gameplay was likely to be transferred to real life situations. The games also added more excitement, making the dry topic more appealing, and changing the way IRM was discussed. RIGHT Its important that communications have an interactive element, which require the employee to make a decision. This is because IRM simply boils down to the employee either making the right or wrong choice. WRONG 2.7
  • 02 THE LEAKING DIGITAL WORKPLACE RISK MANAGEMENT PROCESSES Of course, humans make errors. So it will never be possible for an organisation to completely eradicate data leaks. Given this, as well as training employees on how to spot and stop data leaks, employees must be trained on how to respond when a data leak occurs. Creating a set of business processes for employees to follow in the event of a data leak is crucial. Often, by following the correct processes employees can significantly reduce (if not eliminat