The power of being human in an AI world: Internal communication as a blueprint to forge corporate culture

About the author

Jennifer Carter prepared this article as part of her studies for the CIPR Professional PR Diploma with us at PR Academy.

In today’s competitive landscape, a strong company culture isn’t just a perk, it’s a strategic must.  We are surrounded by articles exploring the next big thing in Artificial Intelligence (AI) but we need to remember that behind every employee, every team, and every decision – there lies a human.

Bringing humanity to your organisation and leadership style isn’t a new idea, as previous HBR articles have discussed the effects of becoming a More Humane Leader (spoiler alert: creating a culture in which others increase their focus on real human connections has a positive effect on people’s work experience, their sense of commitment, and their job performance).

In today’s fast-paced business world, it’s easy to get caught up in the latest technology and forget about the human element.  But when it comes to building a strong company culture, nothing is more important than keeping things human.  That’s where internal communications can help.

What is Internal Communication?

There are many different definitions of internal communication.

Dr Kevin Ruck, founder of PR Academy, describes internal communication as: ‘corporate level information provided to all employees and the concurrent provision of opportunities for all employees to have a say about important matters that is taken seriously by line managers and senior managers.’

Lesley Allman states in her book Better Internal Communication: ‘Internal communication is about ensuring that employees know what they need to do to deliver the company strategy’.

Although the exact words might differ, it is widely agreed that internal communication is more than just ‘sending stuff out to employees’.

Rachel Miller, founder of All Thing IC, describes internal comms as ‘the way a company interacts with its people and they interact with it’.

Why is Internal Communication Important?

Ruck & Welch (2012) put it simply – ‘effective internal communication is a prerequisite for organisational success’.

Implementing a new internal communication plan may seem daunting initially, but the benefits outweigh the challenges.  Internal communicators need to join the dots between strategy, behaviours and technology, to improve the flow and quality of communication and collaboration.

While quantifying the exact return on investment (ROI) for improved internal communications can be difficult, the costs associated with employee turnover are evident.  Recruiting and training new employees can be as demanding as covering their salaries.  Gallup estimated that ‘the cost of replacing an individual employee can range from one-half to two times the employee’s annual salary’.  Therefore, fostering effective internal communication is a proactive measure to retain talents and mitigate unnecessary expenses related to turnover.

Why is Internal Communications so Challenging to Get Right?

One of the biggest challenges that most companies face is that there is no clear plan of how to do it.

Gallagher’s State of the Sector report shows that only a minority of organisations (29%) have ‘an overarching internal communication strategy covering a period of more than one year’.  Although an internal communications strategy might seem simple on the surface, implementing it organisation-wide can be challenging as different employees will prefer to communicate or be communicated to in different ways.

Other challenges include employees who lack the digital literacy to use digital technology efficiently may struggle to use digital internal communications channels.  Research shows 1 in 3 Americans lack the basic skills needed to engage successfully in the modern economy.

Another case would be neurodivergent employees, such as people with dyslexia or autism, who might have a preference for communicating digitally due to the ways they can adjust their screen settings or take their time to read the information at their own pace.  The British Dyslexia Association estimates that ten percent of the general population are believed to be dyslexic.  This has an important impact on communication at work because it can potentially cause frustration with written comms and limit the amount of engagement.

As Generation Z starts to enter the workplace, generational differences could affect the way we communicate.

Although we shouldn’t rely on stereotypes, differences in the way we work have been highlighted.  According to Gallup, Generation Z and Millennials now make up nearly half (46%) of the full-time workforce in the U.S.  Their research findings suggest that ‘above all, Gen Z and millennials want an employer who cares about their wellbeing’.

How Does Internal Communication Affect Company Culture?

“Quiet quitting” and the “Great Resignation” reinforce what happens when poor communication and a weak culture lead to low morale and burnout.  Not only can good internal communication boost employee engagement and improve well-being, but it can also set the standards for employee communications and give examples of how people within the organisation should act.

A recent HBR report showed that communication can provide a clear window into a company’s culture.  Researchers could measure an employee’s “cultural adaptability” by comparing their use of language to their colleagues.  They also reviewed the language used in Glassdoor reviews, alongside evaluating the similarities and differences in the phrases workers used. The researchers could then give valuable insights into the organisation’s workplace culture.

Strategies for Building Company Culture Through Internal Communications

There are many ways your organisation can harness the power of good internal communications.

1. Establish a clear communication strategy

Define your communication goals, target audience, and preferred channels.  Ensure your communication strategy aligns with the company’s culture and values.

If employees know what needs to be done, and what their role is in achieving this, they can align their efforts to the strategy.  It’s not enough just to tell employees what the strategy is, you have to equip them to deliver it through good internal communication and engagement.

2. Embrace a multi-channel approach

Utilise a variety of communication channels to reach employees across different departments, locations, and generations.  Consider using a combination of traditional channels like company newsletters and intranet portals, as well as tools like social media, instant messaging, and video conferencing.  Choosing the correct channel includes thinking about who your audience or audiences are.  You need to reach different audiences in different ways.

Don’t just rely on electronic methods.  As hybrid working has become the norm, another recent HBR article suggested that ‘leaders should consider their office days as communication days’ as their research strongly suggests that leaders get more attention to their messages by showing their faces.  They found all of the human touches and the subtle cues we pick up from someone, provide clarity around their motivation and message, this includes mannerisms, tone of voice, and energy.

3. Tailor your communication style

Adapt your communication style to suit the audience and the message.  Use clear and concise language, avoid jargon, and consider using storytelling and visuals to make your messages more engaging.

Each communication channel has its advantages and disadvantages, depending on the context and purpose of the message.  For example, if you are communicating a complex or sensitive issue, you might want to use a face-to-face or video channel, as it allows you to convey your tone, body language, and emotions more effectively.  If you are communicating a simple or routine update, you might want to use an email or chat channel, as it is more convenient and efficient.

4. Promote two-way communication

Encourage feedback from employees and actively listen to their concerns and suggestions. Create opportunities for open dialogue, such as town hall meetings, employee surveys, and suggestion boxes.

To reach all employees in 192 different countries, Heineken started giving webinars to their staff in 2015.  The webinars provide local viewing in groups, with follow-up and review discussions immediately after.  The question and answer section is also used to understand content and allows local markets to share concerns and thoughts in real-time.

5. Empower employees as communicators

Encourage employees to share their ideas and contribute to the company’s communication efforts.  Establish a social media policy and provide training on effective communication techniques.  Encourage employees to connect with the company and each other on social media platforms.  Share company updates, host contests, and foster a sense of community.

In 2017, Bosch launched its employee-focussed TED Talk style format called “The Spark.”  At each event, eight to ten employees give a presentation on a topic of their choice.  In preparation, employees receive coaching sessions.  The employees fed back that they loved this format as they enjoyed developing their skills and sharing their knowledge, and the videos have an average of 25,000 views internally.

6. Measure and refine your approach

Regularly evaluate the effectiveness of your internal communication efforts.  Track employee engagement metrics, such as readership rates, participation in discussions, and feedback received.  Use this data to refine your strategy and improve communication outcomes.

When Senior Vice President of Retail and Online Stores, Angela Ahrendts joined Apple in 2014, the organisation saw an improvement in employee retention rate from 61% to 89% in two years.  She spent time studying the employee engagement data before she rolled out her plan, and adjusted it accordingly with the feedback data.  Apple staff now start their day with an app called “Hello”, where they are briefed on the most important “need to knows” of the day.  They also use Loop, an internal social network where they can learn from their co-workers.  ‘Someone might be selling more phones than anybody else and we ask them to share that on a 20-second video on Loop’ Ahrendts told Vogue Business.  She states the reason behind this is so that people can get ‘aligned’ around Apple’s vision.

7. Employee recognition program

Publicly acknowledge and reward employee contributions to boost morale and motivate others.

E.On improved its employee engagement and motivation scores by up to eight percentage points as a result of its recognition scheme.  Through the scheme, employees can access a dedicated website to send a ‘buzz’, a thank-you note to an individual or several members of the same team, in recognition of any action they believe has been genuinely helpful to other employees or customers.

8. Unite employees around a strong vision and mission with an employee onboarding programme

Research on the meaning of work shows that more than 9 out of 10 employees are willing to trade a percentage of their lifetime earnings for greater meaning at work.  Meaningful work only has upsides as employees work harder and leave less.

While a vision is what you want your company to be in the future, a mission is the action you’ll take in the present to steer you towards that future.  Make sure your employees are on the same journey!

The Bottom Line: Human Communication is Essential in Business

Let’s embrace the power of human connection.  While the world marvels at the rise of AI, let’s not forget the power that binds us: humanity.  This very element forms the bedrock of a strong company culture, and internal communication is the key that brings it to life.  It’s not just about information; it’s about sharing stories, fostering connections, and building a shared sense of purpose.

By prioritising transparent, human-centred internal communication, we can build thriving cultures where technology empowers, but humanity flourishes.  This, in turn, leads to engaged employees, reduced turnover, and a competitive edge in an AI-driven world.

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We ask Jennifer to reflect on her studies for the CIPR Professional PR Diploma

For you, what do you see as the key benefits of having the PR Diploma qualification?

The course gave me the opportunity to be more strategic in my thinking and gave me the ability to see the bigger picture. The content of the course stood out as it gave real life examples and academic theories on how to analyse and measure the effectiveness of different areas of public relations. The key benefit for me is that the PR Academy has given me the confidence to go for that next step in my career.

What has been your favourite part of the CIPR PR Diploma course so far?

My favourite part of the course was the chance to use real examples for my coursework. This has meant that the learning could be put into practice, rather than just reading a page in a book.

Have you yet been able to apply any of the learning, and if so, how?

I have managed to apply my learning as the final assignment was written around the internal communications strategy for my current job role. The project was worthwhile as I had a chance to actually step back and try to look at internal communications as a strategic function rather than a series of staff emails or town halls. Although the assignment had a few tweaks, the strategy is set to be used as a working document.

 

Read our complete guide to CIPR Qualifications