Corporate Communications: Far away... and yet so near

The concept of disruption has also experienced a veritable hype in Switzerland in recent years. For the most part, it has been portrayed in a very positive light in lectures, professional articles, and management training sessions—as an opportunity to think creatively «outside the box» or to unlock innovation potential. But for many, the pandemic has been the first time they’ve truly realized what «disruption» really means: literally speaking, it implies not only change but also destruction.

Processes that have been well-established for years suddenly no longer work; certainties on which business practices were based have been undermined. This is especially true in corporate communications: both externally and internally, companies have had to—and continue to have to—find new ways to engage with stakeholders, whether they are customers or employees. The particular challenge: While the need for information has grown on all sides, in-person meetings and the associated exchange of ideas have become a rarity during the COVID-19 pandemic. This has initially led to a dramatic acceleration in the pace of digital communication. This is demonstrated, for example, by the results of a global study conducted by the cloud communications platform Twilio: For the «COVID-19 Digital Engagement Report,» Twilio surveyed over 2,500 corporate decision-makers worldwide about the impact they believed the pandemic would have on their companies’ digital transformation and communication planning. On average, these executives reported that their digital communication strategies have already reached a point they believed would take at least six years to achieve under normal circumstances.

That may sound positive, but—keyword: disruption—it also brings enormous challenges. The frequency of Zoom meetings, virtual town halls, and Skype calls has increased significantly; however, this has been accompanied by a growing sense among many that the quality of individual interactions has declined. Information is still being shared, but the depth is lacking. In external communication—such as product launches, marketing, and order processing—this leads to uncertainty. It’s no longer as easy to «read» the other person; approval or disapproval is harder to discern from screen to screen than it is during a face-to-face meeting or business lunch. The Jimdo business blog therefore recommends approaching customers with a human touch before beginning a professional conversation; honestly acknowledging that you, too, find the current situation unusual and explaining the challenges you’re facing.

At the same time, it is important for companies to shift their marketing—at least temporarily—away from the role of a «revenue driver» and into an advisory role that customers perceive as helpful. This is also useful when the products in a company’s portfolio do not currently align with most people’s life situations: According to an excerpt from the Vogel Communications Group’s Pandemic Guide, companies can still stay in touch through knowledge sharing—«with webinars, videos, blog posts, and e-papers»—until the economic situation recovers.

Internal communication

While it is possible in some respects to «put things on hold» externally, this is not possible internally: Swiss companies that are not currently affected by government-mandated closures must continue to operate and maintain some form of normal business operations. Employees must be informed about new regulations, «onboarding» must be completed, and results must be communicated—all, of course, remotely. For communications managers, this represents an enormous challenge: As a new ZHAW study notes, their workload has not only increased but also involves significantly more crisis intervention than it did a year ago: «Timely updates on current developments regarding COVID-19 and their impact on their own organization and work» are actively demanded; «employees» uncertainties and fears« have led to an increased need for information. According to the study, virtual CEO Q&A sessions are attracting much more interest than before—but at the same time, it is challenging to »maintain an emotional connection with employees.”.

Employee Magazines as a Solution?

«Old friends» can provide support here: employee magazines, which are currently experiencing a renaissance, particularly in their digitally enhanced versions. As recently as 2020, Staffbase, a provider of internal communication technology, somewhat provocatively listed «four reasons to abolish the employee magazine—or completely reinvent it in 2021» on (the reasons cited for abolishing or reinventing them were a lack of timeliness, lack of targeting, lack of measurability, and the problem of limited engagement with the content). One thing is clear: if they exist only in print, such magazines will soon become obsolete. However, if they are supplemented with digital add-ons, they can be a valuable tool—even in times of pandemic-driven acceleration—not only to inform employees but also to engage them emotionally.

The NeidhartSchön agency, for example, combines the benefits of editorial storytelling with the speed of online media for clients such as Vetropack, Georg Fischer, and Synpulse—and further affirms that the employee magazine has a firm place in the mix of communication measures: «If it were only a matter of timeliness, speed, and above all, dialogue, then it would have long since become irrelevant compared to online media,» the company states. «But it’s about so much more—about identity, orientation, recognition, and appreciation.» Things that—as noted above—have become as essential as they are complex to convey during the pandemic.

REQUESTED

«Corporate communications have changed significantly»

Dr. Joëlle Loos-Neidhart, a member of the Board of Directors of the Neidhart + Schön Group, and Gert Schröder, CEO of NeidhartSchön AG, are familiar with the key trends in corporate external and internal communications. What matters most right now?

m&k: Gert Schröder, How has corporate communications changed over the past twelve months?

Gert Schröder: Discussions with our clients—some of whom are large and well-known—confirm that corporate communications, particularly internal communications, have undergone significant changes. We observe that companies continue to operate and communicate very effectively. The challenge often lies in the procedural requirements for the timely development and rapid production of messages and content.

Has it become more difficult to organize communication within the company?

Schröder: While it is still possible to reach employees and provide them with formal information through the numerous remote channels such as Teams, Zoom, Slack, email, and so on, high-quality, in-depth, and emotionally engaging communication suffers greatly as a result of working from home.

Joëlle Loos-Neidhart, can we meet employees« growing need for information using »traditional” methods such as magazines?

Joëlle Loos-Neidhart: We’ve noticed an increased need for communication among our clients. Based on our findings, employee magazines in particular are experiencing a sort of «renaissance.» However, content, channels, and tone are changing noticeably. They are evolving from a medium for information into a medium for interaction and collaboration—not only in the exchange of information, but also in the production of content. Digital platforms and processes enable the co-creation of content even remotely, thereby involving different departments within the company. Clicks, dwell time, and interactions can be easily measured and analyzed, allowing content and format to be continuously adapted to readers’ needs.

The full interview is available in the seventh episode of «Off the Record» with Anna Kohler To listen in.