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Richmond Events' Business Panel - Internal Communications


Headline findings include:
  • Only 7% of the panel describe their organization’s internal communications as excellent, and 45% as good. 42% feel they’re a mixed bag, some clearly good and some less so.
  • There are 3 primary purposes for an organization’s internal communications: to build support for the organization’s vision, (for) staff motivation / employee engagement and to communicate senior management decisions and viewpoints.  
  • Just over ½ of the panel feels internal communications are essential for keeping their whole organization up to speed with what’s going on.  This is followed by 46% who believe it’s a key motivator in terms of employee engagement.
  • It is further reassuring that only 6% feel internal communications are not that useful and that they can find out what they need by talking to clients.
  • It may be considered somewhat of a surprise that the Comms department doesn’t lead the way in terms of being responsible for an organization’s internal communications, instead 37% of the panel saying it ‘depends on what’s being said’.  The communications department is in 2nd place with 1 in 4 of the panel saying this is the case. 
  • The most popular channels for organizations to communicate with its employees are through email and via the intranet.  These are followed by live events and conferences and the more traditional method of in person; predominately through line managers. 
  • At the other end of the scale only 2% of organizations use LinkedIn and 5% twitter, whilst not a single organization uses YouTube.
  • The majority of the panel are mainly satisfied with the ease in which they can locate information; 18% saying it’s easy and a further 60% saying not too bad.
  • Over two thirds of the panel agree with the statement that social media enables them to reach more people more quickly than before.  A further ¼ are unsure, whereas 6% disagree.
  • Just less than ½ the panel engage with their organization’s internal communications on a daily basis, 30% engage weekly and a further 23% engage whenever they have time.

For full report http://revents.info/l/6ql

The Organization - Richmond Events US Business Panel report


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Our US Business panel recently answered a questionnaire on the 'Inner workings of the organization'

An interesting report, giving an overview of who is driving the organization forward, which departments are most popular (and which are less so) and what makes relationships work within an organization

Headline findings:

  • The Operations department is perceived as the closest / most productive ally within an organization, followed by the Finance department. 
  • Asked what produces good working relationships, it’s all about personalities.  If the panel ‘get on’ with their equivalent then there is a greater likelihood that the departments will have a closer, more productive working relationship. 
  • In terms of who the panel have their most adversarial relationship with, Sales is the clear leader, followed by IT. 
  • At the other end of the scale, not many people tend to fall out with the Production department and funnily enough, not with the CEO.  It’s a fair bet that those that did probably weren’t around to answer this questionnaire anyway.
  • Asked who they feel drives their organization forward, remarkably it’s not the CEO but the Operations department.  Just over one third of the panel feel the CEO is successful in driving the organization forward, which leaves the other two thirds who haven’t said as such………….. 
  • Most instrumental in impeding the organization’s progress – unlike who’s driving the organization forward - there is no clear leader, but instead 3 areas that all achieve a similar score.  These are IT (36%), followed very closely by HR (31%) and then Sales (29%).
  • Asked to nominate who was most effective over a series of attributes:
  • Cost saving – Most effective: the Logistics department, least effective: the Marketing department.
  • Profitability – Most is the Sales department, least is IT and HR.
  • Innovation – Most is the IT department, least is the Finance department.
  • Boardroom Influence – Most is the Finance department, least is Logistics.   
  • For almost half of organizations the need to control costs still dominates their thinking.  On a much brighter note a third say they are increasing their investment in certain areas, whilst a further 15% say they’ve got costs under control and are loosening the purse strings a little.
  • The majority of the panel are positive in their views towards their Finance department, with the largest proportion feeling they have been invaluable in cutting costs and preserving jobs.
  • When the panel are facing a difficult colleague, the number one strategy is to build alliances with others: clearly strength in numbers.
  • The number one issue to improve the panel’s working life is less cumbersome decision making processes. 
     
If you would like to receive a full copy of the research please get in touch.

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