A popular prediction making the rounds in early 2010 is that of far greater integration of internal and external communication, as employees are likely to play a more crucial role as the outward face of the organization, and as a key source of organizational credibility.
While this prediction, if true, will have a major overall impact on the communications profession, its fulfillment is likely to spark a considerable shift in how employee communication is delivered–giving the mainstream PR industry a renewed foothold in the internal communications game.
For most of the last decade, internal comms has devolved into a balkanized field. Indeed, Kevin Keohane, my partner in the CommScrum joint-blogging venture, has developed a typology. In this typology, Kevin calls out the “PR-centred influencer tribe” as “one of the most flawed” sources of internal communication practice.
But the social-media fuelled transition internal communication is undergoing turns those flaws into core components of success. While traditional internal comms models have been hierarchical, mechanical and slow-moving, the influencer model has a number of advantages that merit exploitation in the current environment:
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speed–Twitter and Yammer have the ability to move messages quickly, not just through their core technology, but also through the re-tweet feature.
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mapping–those who retweet, and those who are frequently retweeted, can be mapped to identify the most active communicators and the most credible sources
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penetration–rather than focusing on one-size-fits-all cascade delivery, the influencer approach focuses on identifying, connecting and mobilizing strategically placed individuals, and leveraging their credibility and vocality.
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parallel coverage-while traditional internal comms models place extreme importance on the role of the manager as the key communication channel, these models involve considerable risk if managers are hostile and/or distracted. An influencer model can provide complementary or parallel coverage, and can allow motivated staff to take the lead on issues, while allowing managers to focus more on managing.
To be sure, the applicability and speed with which the influencer model can be adapted from a workplace and enterprise perspective needs to be balanced against an understanding of the nature of workplace relationships. Contrary to the view of the near-buried internal marketing approach, employees resemble citizens far more than customers, deriving their livelihoods, and for some, identities and core personal relationships from their workplace associations. Most importantly, workplace relationships will need repair and redefinition as the economic crisis draws to a close.
Nevertheless, speed will be of the essence. Organizations are exposed to their external environments to an unprecedented degree this decade, and they will need their employees involved like never before. Influencer/PR approaches are well suited to get this process moving.
Mike Klein is a Brussels-based communications pro, and long-time member of IABC boards at the country and regional level, and can be reached athttp://intersectionblog.wordpress.com.
