Engaging students in the midst of a pandemic

Work and play

Making a real difference to local government

Real difference

Engaging diverse audiences for the NHS

Your NHS

A global challenge

100% you

The social mobility challenge

Be the apprentices

The pandemic has changed student engagement in a number of different ways. Virtual has become a norm &#8211; to attract as well as assess students. And it seems that employers are determined not to go back to old methods, but to embrace a more hybrid model. But this means different kinds of challenges &#8211; breaking through the digital noise, grabbing the passers-by, reaching out to diverse audiences and creating connected experiences that students want to be part of. We are here to support employers and help them transform engagement &#8211; from school years to graduate alumni, from initial contact to webinars, social engagement and more.

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Get ready for amazing virtual campus experiences

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Employability Roundtable

Diversity, Equity and Inclusion is possibly the biggest challenge and opportunity facing the majority of organisations. We work with employers to engage diverse audiences, build strong communities, create peer to peer content and run events that put a spotlight on what DE&amp;I means to organisations and to their people.
Talk to us about:
• DE&amp;I insight 
• Targeting and campaigns 
• Content 
• DE&amp;I events 
• Influencers

DE&I

Today social is a way of life.  It influences our decisions in everything we do, from the music we listen to, to the food we eat. Talent brands need to socially immersed, creating and co-creating content, engaging with students, standing up for what they believe in, and showing the culture and values of the organisation.
Talk to us about:
<ul>
<li>Social media strategy</li>
<li>Content development</li>
<li>Social management</li>
<li>Influencers</li>
<li>Social measurement</li>
</ul>

Social

We are a brand and engagement agency; so we focus heavily on how a brand story can evoke the right emotions in the audience and provoke action.  We are master storytellers, using all the tools in the communications box to engage and inspire our audiences, from the first contact right through to life inside an organisation.  Remember, communications that engages really connect with the right people and builds the brand is as much about the science as it is surprising audiences.
Talk to us about:
<ul>
<li>Concept development</li>
<li>Student targeting</li>
<li>Campaign management</li>
</ul>

Campaigns

We&#8217;ve seen a seismic shift in the way we might work in the future – and it is more virtual and more digital, relying less on the traditional engagement opportunities.  Now more than ever brands need to invest in digital experiences that cut through the ever-increasing noise and engage people in novel and relevant ways.  It is no longer enough simply to have a website.  What is your social strategy?  How can you use Voice or AR?  What will help and support students in the best possible way?  Lots of questions.  We can help you come up with the answers.
Talk to us about:
<ul>
<li>Website design and development</li>
<li>App development</li>
<li>AR, VR and Voice</li>
<li>Social media engagement</li>
<li>Digital marketing</li>
</ul>

Digital

Student Marketing

Values have long been touted as the crowning glory of a culture.
Yet also a guilty conscience.
When Barclays was embroiled in a banking scandal, out came the values in six-foot Perspex in the reception area of the Canary Wharf headquarters.
Enron was known to have much lauded values, until it met its maker.
Google say that you can make money without being evil – but have sacked colleagues in an email.
Twitter has four priorities – healthy conversations, security and privacy, the open internet and [drumroll] civic integrity.  But still alienated colleagues and consumers almost overnight with a big lack of integrity.
In fact, as MIT highlighted back in 2020, there remains a real and ongoing Values Gap.  This graphic highlights the difference between what companies say about themselves and what employees think.  It shows a real disparity between projection and perception.
<img loading="lazy" class="alignnone wp-image-9736" src="https://media.106comms.com/app/uploads/20230228113319/Screenshot-2023-02-28-at-11.36.17-1.png" alt="" width="592" height="632" srcset="https://media.106comms.com/app/uploads/20230228113319/Screenshot-2023-02-28-at-11.36.17-1.png 1476w, https://media.106comms.com/app/uploads/20230228113319/Screenshot-2023-02-28-at-11.36.17-1-281x300.png 281w, https://media.106comms.com/app/uploads/20230228113319/Screenshot-2023-02-28-at-11.36.17-1-959x1024.png 959w, https://media.106comms.com/app/uploads/20230228113319/Screenshot-2023-02-28-at-11.36.17-1-768x820.png 768w, https://media.106comms.com/app/uploads/20230228113319/Screenshot-2023-02-28-at-11.36.17-1-1439x1536.png 1439w" sizes="(max-width: 592px) 100vw, 592px" />
Which leads us to our opening premis – what are values without behaviours?
Values shouldn’t be a passive, words-on-a-wall, cultural feel-good fantasia.  They must be articulated, actionable and accountable.
Articulated – i.e. rather than simply words on a page or statements of intent; show how these values impact on the success, wellbeing and performance of individuals, team and the organisation at large.
Actionable – i.e. a suite of behaviours that help leaders and colleagues to live the values not simply at events and at the company away-day.
Accountable – i.e. leaders and colleagues are measured on how well they perform against a set of behaviours borne out of the values of the organisation.
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Without behaviours, without giving colleagues at every level a specific guide on how they can live the values in their everyday roles, how can you really make the values the conscience of the organisation?  Equally, by providing a behavioural framework and making sure it runs through every aspect of the employee experience, it becomes part of the everyday human reflex.  We’ve seen it with organisations such as Mars, where colleagues purposefully take a stand if they feel others are not living up to the values.  We’ve seen it with Nationwide and their PRIDE values, which are directly linked to business performance.  And we’ve seen it with Amazon where their Day 1 culture is fundamental to making the right decisions for the customer.
Starting to build that behavioural framework requires you to consider what makes the company successful and how individuals and teams can perform at their best.  It places an emphasis on what really makes the business tick (now and in the future) rather than what value sounds good.  And it&#8217;s not simply what people say; it&#8217;s about how people behave.
But when you get this in place and get people thinking and acting in this way, the results can be hugely impressive.
For example, speaking to an international leader recently, he spoke about when he joined an organisation, he reached out to a couple of peers to ask whether they would be willing to fly out and come to a meeting with one of his clients. They said, yes of course.  But that’s easy, that’s words.  Then suddenly the need arose, and he asked if they could be in Denmark the following day.  They were there; no question.  He asked them why did they feel compelled to come, when they have so much going on, and they said ‘why wouldn’t we?’.

What are values without behaviours?

As LGBTQ+ History Month draws to a close 106 Comms is in conversation with Bob Athwal: Director of Culture and Belonging who oversees E,D&amp;I globally for Skyscanner.
<h3>How would you sum up your main focus for E,D&amp;I at Skyscanner Bob? </h3>
Our focus is making sure that we create a place of belonging for our colleagues; for everyone to be safe and to be able to thrive, being who they want to be at work regardless of characteristics.
<h3>What does LGBTQ+ month mean to a business such as Skyscanner? </h3>
The LGBTQ+ agenda is a critical part of our DNA and we are very proud that we were recognised last year as a Gold Stonewall employer. 20 years ago we were a tech start up with no E,D&amp;I team per se, but had a simple mantra of making it a better place for everyone to be at Skyscanner. At the beginning of our journey (pardon the pun) the Pride Network was our first proactive E,D&amp; I programme and so it was the first focal point for our E,D&amp;I work.
<h3>What are organisations’ biggest challenges in being able to build a culture that is inclusive for LGBTQ+ employees and future talent?</h3>
When we were in start up mode and one of our LGBTQ+ employees took the idea of starting up a Pride network to our Co-founder, their reaction was to encourage them to just “go for it”. So, the first challenge for businesses is about being brave enough to listen to your colleagues and allow them to focus on things they really believe in.
But there is something else…Things are shifting so quickly in business today and the language around E,D&amp;I is constantly evolving. Along with that, peoples’ understanding of the diversity landscape is playing catch up. I am a true believer in people being inherently empathetic. We were after all built by travellers for travellers who have a curiosity for the world and for learning about and from others. This naturally brings with it values aligned to empathy. Skyscanner is the best place I’ve ever worked at because it is so full of genuinely decent human beings who are willing to share, learn and grow… harnessing that empathy and balancing good allyship without marginalising those who may have an opposing view is a key challenge. For me it’s all about calling people in;  we need to be educating more as opposed to calling people out.
<h3>What are UK businesses doing well to support LGBTQ+ employees and applicants to be their authentic selves both at work and in the recruitment process?</h3>
Those organisations that promote a workplace built on the principle that it’s everyone’s responsibility to own the culture and to play a part in building an inclusive culture are the businesses that provide the best support to all employees.
E,D&amp;I needs to be part of the fabric of the business like it is here at Skyscanner, we make sure that our product is loved and trusted by everyone regardless of their backgrounds. For example we have colleagues that are focused in ensuring that our product is developed so it is accessible for our diverse customers. We do this because it is the right thing to do, not because it’s a tick-box exercise.
I also think that building an inclusive employee culture in a brand like Skyscanner needs to be fun, engaging and exciting for our people.
One of the most impactful ways of creating a culture of belonging for all is around understanding and using our data. Data can help us validate if we are doing things right so we are constantly talking to our Employee Resource Groups, we interrogate our Employee Engagement surveys and we run round tables with diverse employees. We listen to our data in all the places that we operate in to make sure that they are safe for our colleagues, especially those who identify in different ways. We are not quite there but we are making strides towards being the best we can be.
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Thank you to Bob for his valuable time in sharing his views for this article.
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In conversation with… Bob Athwal: creating a culture of belonging

Here at 106 Communications, we spend a considerable amount of time researching the social media landscape in order to support our clients with the design, execution and management of their Early Careers social media campaigns. To ensure your socials are as engaging, informative and effective as possible read this quick round-up of our thoughts.
<h3>Be selective with your organic channel choice…</h3>
… and try not to be everywhere all the time. We know that UK students aged 16-24 are spending most of their time on 6 key channels according to the ISE: Instagram, Snapchat, Facebook, Tik Tok, WhatsApp and YouTube. Alternative research including Cibyl and High Fliers also cites Twitter as one of these top channels. Trying to cover all bases jeopardises the quality and suitability of content you can realistically produce. Instead, be selective and focus resources on 3 primary channels to maximise effectiveness.
<h3>And remember the difference in channel effectiveness…</h3>
&#8230;between paid and organic media. Although the amount of time spent on channels such as Instagram and Snapchat is high, employers should be mindful of how “reachable” these audiences are via paid advertising. For instance, as females spend more time on social media it may be worth tweaking your paid media audiences to account for the groups who spend lower amounts of time. Further, assessing which channels your target audience uses is important for effective targeting. Pinterest and TikTok have a much higher reach with females compared to men for example, so organic reach is likely to be better here for them.
<h3>Think about why they are there?</h3>
It is worth thinking about your audience and why they are on social media…
According to the ISE, 50% of 16-24-year-olds use social media for brand research… This presents a brilliant opportunity for brand engagement, but we must consider how we reach the 50% who aren’t engaging in careers planning. You should carefully blend the content to accommodate the different audiences who will be interested either actively or passively.
At an ISE webinar last week, Springpod presented a lovely piece of persona research related to LSE audiences; here at 106 Communications, we curated similar persona definitions after conducting research with Not Going to Uni, accounting for over 1000 Years 11-13. We discovered Ostriches (those who reach year 13 and haven’t started to plan yet) will need content that is more experiential, immersive, and entertaining compared to Planners (those set on a particular path) who will need more detailed and differentiating content. If your content fails to accommodate for these differences, you risk missing out on some great talent who are, for a variety of reasons, not engaging in the careers process yet.
<h3>Who are they following? </h3>
A third of females follow at least one influencer across different social platforms, compared  with only a quarter of men. 106 Comms ran a series of focus groups recently for a legal client and noticed this stark difference. One student from Southampton followed Partners, Associates and other students with useful opinions about a career in law to “give [them] the edge, to find out information that maybe other students who [they] are competing against for a training contract, won’t have”. Employers who have built a great internal community of ambassadors can augment their social presence by identifying micro-student influencers to follow and amplify stories and commentary from their own people.
<h3>Creating “discovery friendly” content…</h3>
…is a really popular way to get students, such as our Southampton focus groupees, to engage in your brand as they search for that elusive “edge”. This is most authentic when it comes via your own people e.g., collaborations, live streams or “reaction content” or from influencers whose opinions students value in honest, unbranded reviews.
To find this content students aren’t just navigating social media via google searches; Tik Tok is rivalling Google as the go to search engine… Google&#8217;s Senior Vice President, Prabhakar Raghavan, revealed: “almost 40% of young people, when they’re looking for a place for lunch, don&#8217;t go to Google Maps or Search — they go to TikTok or Instagram.”
Also, as students search for that nugget of gold in pursuit of individualism they are drifting increasingly to “unseen” content or content that blends IRL (in real life) with URL.
<h3>Our audiences are increasingly cynical and are pushing back against paid for influencers </h3>
According to the ISE, micro-communities are displacing those millions-of-followers influencers paid for by the big brands to sell their reputations. Instead, Gen Z are more likely to be part of small, interest-led communities that have “cultural clout” and that ooze passion and motivation for the subject rather than paid for typical advertising. Gen Z is savvy to broad marketing messages and are unlikely to pay much attention.
If you would like to know more about how 106 Communications can help you with your social media marketing, do let us know by emailing <a href="jayne@106comms.com">Jayne</a>, our Early Careers Consultant and we can organise an informal coffee chat with one our lovely team.
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Keeping your social media strategy aligned to your audiences…

As we know, the nature of the workplace has undergone a radical change since the start of the pandemic with the rise of hybrid and flexible working. However, it is not just how we work that has changed but also the mindset and mentality of the workforce.
Employees are no longer satisfied with a command &amp; control set-up, where opinions are only respected based on seniority. <a href="https://www.businessleader.co.uk/employees-voice-research-employees-feel-unheard-work/">Research</a> shows that more than ever employees believe that all voices should be heard and listened to. People are recognising the importance of passion and enjoyment in and outside of work, openly challenging the often-romanticized notion of hustle culture. As rumours of the <a href="https://hrnews.co.uk/businesses-preparing-to-face-great-resignation-2-0-in-2023/">“Great Resignation 2.0”</a> spread, it is obvious individuals are unafraid to push back against their employers, voluntarily leaving their roles in the hope of finding an organization where they can prioritise what really matters to them now.
“Hustle culture puts work at the center of life. Long working hours are praised and glorified. Time off is seen as laziness. If you are not hustling, you are failing.”- <a href="https://www.forbes.com/sites/forbesbusinesscouncil/2022/04/29/the-hustle-culture-has-no-future-enter-the-break-culture/?sh=3184d11618ca">Forbes 2022</a>
Alongside unwanted attrition, organisations are now battling with the trends of <a href="https://www.tiktok.com/@zaidleppelin/video/7124414185282391342">“Quiet Quitting”</a> and “<a href="https://www.tiktok.com/@saraisthreads/video/7149239692930665774?embed_source=70846777%2C120811592%2C120810756%3Bnull%3Bembed_share&amp;is_from_webapp=v1&amp;refer=embed&amp;referer_url=metro.co.uk%2F2022%2F12%2F01%2Fthe-act-your-wage-trend-could-help-you-set-boundaries-at-work-17851916%2F&amp;referer_video_id=7149239692930665774">Acting your wage”</a> popularised by the likes of Zaid Khan and the lovable character of Veronica on TikTok. Often misunderstood as laziness, these trends do not mean that employees will stop working but instead just do what their role requires rather than going above and beyond without recognition and ‘meaning’.
So instead of blaming employees and making accusations about certain ‘covid generations’…isn’t it time for organisations to look inwards and focus on creating a culture and a brand that employees want to stay for and work for…? 
Find the WHY. 
Organisations need to invest more time and energy into building an Employee Value Proposition that reflects the mindset and mentality of their workforce because superficial benefits such as free food, 10% off at the gym and company drink nights really aren’t going to cut it.
<ul>
<li>Culture: How is the culture better / different from competitors?</li>
<li>Career: How can people sustain their development? What will the future look like for them?</li>
<li>Brand: What makes your brand special?</li>
<li>Benefits: What are the real benefits of working here?</li>
</ul>
Expectations have changed and the workplace needs to make sure it keeps up. So, to move forward employers need to be open-minded and create more opportunities to listen to their workforce. Realising small everyday changes and actions are more impactful than infrequent grand gestures. And keep in mind how important these values are to the workforce now…
<ul>
<li>Passion and individuality: People are more focused on doing the things they love, so allow people to be themselves and give them the space and support to achieve at work and outside.</li>
<li>Well-being: Since Covid-19 people are prioritizing self-care more than ever. As a result, we need to reimagine well-being that is not exclusive to our personal lives and as something that should be integral to our working lives too.</li>
<li>Recognition and Respect: Recognition is not just about the monetary reward but also about appreciating the team around you rather than taking them for granted. Take the time to listen to different opinions because you may be pleasantly surprised about what your colleagues can bring to the table when given the opportunity.</li>
</ul>
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Organisations need to focus on the ‘WHY’ more than ever…

I was at a networking event recently, when I was in conversation with someone working in the sales department of a tech company. We had started talking about AI, when she casually dropped in ‘oh, I use ChatGPT all the time, it helps me write LinkedIn posts when I draw a blank.’ I was astounded. 
To me, the mainstream arrival of AI feels like that scene in Monty Python and the Holy Grail, where the camera repeatedly cuts back to Lancelot (John Cleese) running towards the castle across a field and he never gets closer, until he is suddenly upon the gate. 
“Robots are taking our jobs!” 
It’s not a new idea, but now that AI seems to be threatening a swathe of white-collar workers, people seem to be more morally outraged. Technological advancements have been shaping and reshaping the workforce since time immemorial when monks were robbed of work with the arrival of the printing press. The same arguments were made then as are being made now: dependence on technology is a sign of laziness corrupting our moral fibre, and it will rob people of purpose.
As a copywriter, perhaps to my detriment, my knee-jerk reaction to people using AI to write for them was a descent into techno-panic, lamenting an imagined cardboard future of content. We’re prone to imagining a worst-case scenario. So, let’s take a moment to get past the natural fear of change and sift through the implications.
As a species, we are programmed to innovate. From flint spearheads to factories of robots, and now to AI. A tool is only as smart as its user, right? Public domain AIs are already being used to incredible degrees; writing code, HTML, roleplaying interview questions or used to prep for a meeting with senior stakeholders. But ultimately, we still need skilled and insightful people to create quality content.  
Content is as much about making those algorithms work for us and brand visibility as it is about the actual information. AI, like ChatGPT, can cut down writing time for blogs and social media posts considerably, with only an edit and gentle steer required on the part of the author. This gives tight marketing teams a boost in visibility without the extra work. 
There are pitfalls, however. AI generates content from the information it has been trained on, but it cannot interpret content or make any kind of judgements. We need to ask ourselves, ‘who are the humans on the other side of the AI?&#8217; What are the limitations of their programming decisions? On the consumer side, human input is crucial to ensure information is accurate and relevant. In an age of misinformation, this responsibility cannot be taken lightly. Also, beware of the privacy risks as information fed into the AI from the user remains and will contribute to the primordial goo of human knowledge that the AI draws from for all users.
AI is here, and we’re witnessing a seismic cultural shift. Tom Scott, a famous YouTube educator, made <a href="https://www.youtube.com/watch?v=jPhJbKBuNnA" target="_blank" rel="noopener">this fantastic video</a> about how he used AI to write code and wider musings about his discomfort with the AI epoch. We don’t know where we sit on the technology adoption curve, however, it seems we have reached critical mass as indicated by the rapid uptake and daily use of ChatGPT.
As internal communicators, this could be a godsend. We can perhaps utilise AI when composing clear and direct communications, giving us more space for high-level and strategic thinking. Human intervention is still essential, but inevitably our practices will adapt and streamline following the technology available.
Written by Millie Watson, Content Specialist.

Artificial Intelligence a blessing or curse to communicators?

As employers, you want to know what’s going on in the mind of an applicant or potential applicant. But it’s hard to understand; there is no homogenous set of desires or mindset shared by all, especially in the incoming Gen Z, who value individuality more than anything.
Although a student’s mindset is influenced by their stage of education, common themes cropped up in focus groups we conducted which can be drawn upon to deepen understanding. Are they chasing ‘prestige’ or a pleasant area to live in? Where do they picture themselves working? In an international company, or are they eager to discover the benefits of their regional counterparts? Do they prefer a corporate or candid online presence?
<h3>Big vs small company </h3>
In any sector, graduates are faced with the choice of big or small companies, each presenting benefits and drawbacks. Within Accountancy and Law, the distinction is most prevalent with The Big Four and the Magic Circle respectively. But the question of international company vs local is more nuanced.
Unsurprisingly, students find larger companies attractive due to high salaries, note-worthy clientele, and glamourous, skyscraping offices which are showcased on platforms such as TikTok. However, third-year students in particular are critical of the allure. Interestingly, one drew a comparison between Magic Circle firms and Russel group universities, noting that besides the prestige attached to the name of these collectives, there are not disproportionate benefits, not least with the fear of being ‘thrown into the deep end’ at those larger organisations.
Similarly, so-called ‘prestige’ isn’t necessarily the deciding factor for many students, who are content as long as the work relates to themselves as individuals. Gen Z’s emphasis on workplace well-being also works in the favour of regional and national companies. Achieving a reasonable work-life balance and having time for hobbies and family ranks high on their priority list. Further, the opportunity to gain hands-on experience at smaller organisations rather than being overshadowed by senior colleagues is a point of interest.
On the other hand, students have queries about the retention rates of small companies, and whether they offer hybrid working and provide equipment to do so. Considering large companies often publish their growth strategies, students are keen to ensure smaller companies are equally ambitious, as they value the personal development opportunities that come with this. ‘Working towards something bigger’ is a motivating factor for students who do not want to feel stagnant in smaller companies. This does not mean to say they are put off by such companies, but unless there is clear direction and growth plans, they will look elsewhere.
<h3>Corporate vs candid online presence</h3>
Another debate concerns employers’ online presence: do students prefer a corporate tone or a more candid and ‘authentic’ take? One group of students believe a company’s professionalism is compromised by being on TikTok, as it appears almost ‘desperate’; while another group recognises the moves made by the likes of Waitrose and M&amp;S, who have fostered excellent brand recognition on the platform. Further, our student groups corroborated the research which shows an increasing desire for honest, unbranded reviews, collaborations, live streams and ‘reaction’ content (BlackBridge Communications/ISE 2023). As URL and IRL become ever more intertwined, students want to see behind glossy brochures and websites – they want quick, honest content like &#8216;a day in the life &#8216;videos, and the 77% of UK students who use TikTok, want to see their future employers there (Voxburner).
Similarly, students do value in-person interactions with members of companies at careers fairs. That face-to-face relationship can be fostered on social platforms if a more candid approach is adopted and two-way communication is facilitated. The increased popularity of the no-nonsense social media channel BeReal shows students hanker for reality. Social media is useful for raising brand awareness and ’planting the seed’ for those lesser-known companies. Especially with ‘discovery-friendly content becoming ever-more popular’, it’s important your company is searchable and present in these online spaces.
This does not mean to say that traditional outputs should be neglected. LinkedIn and industry-specific sites such as Chamber Students are popular destinations for researching companies and are seen as more professional by some students. Safe to say, it’s essential organisations achieve the balance between corporate professionalism and candid realism.
<h3>London vs regional </h3>
The London Underground is not exactly a walk in the park… whereas strolling to a firm’s Bristol office, for instance, maybe just that. Working regionally offers more affordable accommodation and often shorter commutes than the hustle and hassle of living in the capital. Students, and especially those who have experienced living in these areas during university, are open to the idea of remaining there providing the quality of work and benefits akin to their London counterparts. It’s key to emphasise the career opportunities and breadth of work available to grab their attention and bust assumptions around your organisation’s scope.
It&#8217;s important to note that there is bias with London-born students who feel an attachment to the city they call home. Familiarity with the convenience and diversity of London is hard to compete with. It will take significant emphasis on the benefits of living elsewhere to sway this subgroup of students. Incentives such as an employee rail card can make regional companies more appealing, as might infographics comparing the air quality, house sizes and green spaces with London. Recognising that cost of living is the top concern among Gen Z, businesses must be clear on the relocation process and transparent about support with the financial burden of both relocating and/or remaining in London (Deloitte millennial survey).
<h3>In summary&#8230; </h3>
So, what is going on inside the mind of students? Financial anxiety, career aspirations and a desire for authentic depictions of workplaces. They are not averse to working in smaller companies, providing the opportunities are akin to those offered by large multinationals. Partly, this is because students value a work-life balance and focus on well-being. In terms of social media, one approach is no longer cutting it. Employers must be at once professional and personable if they are to win over Gen Z students. Finally, while London holds a place in the heart of those born there, regional companies offer a brilliant alternative to the hustle and bustle and are likely to be more affordable in light of the cost of living crisis, which is a major worry for students.
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Written by Millie Finch, Account Executive.

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WHAT ARE VALUES WITHOUT BEHAVIOURS?

IN CONVERSATION WITH… BOB ATHWAL: CREATING A CULTURE OF BELONGING

KEEPING YOUR SOCIAL MEDIA STRATEGY ALIGNED TO YOUR AUDIENCES…

ORGANISATIONS NEED TO FOCUS ON THE ‘WHY’ MORE THAN EVER…

ARTIFICIAL INTELLIGENCE A BLESSING OR CURSE TO COMMUNICATORS?

WHAT IS GOING ON INSIDE STUDENT MINDS?

No going back for student employers

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Employability Roundtable

Recent Posts

WHAT ARE VALUES WITHOUT BEHAVIOURS?

IN CONVERSATION WITH… BOB ATHWAL: CREATING A CULTURE OF BELONGING

KEEPING YOUR SOCIAL MEDIA STRATEGY ALIGNED TO YOUR AUDIENCES…

ORGANISATIONS NEED TO FOCUS ON THE ‘WHY’ MORE THAN EVER…

ARTIFICIAL INTELLIGENCE A BLESSING OR CURSE TO COMMUNICATORS?

WHAT IS GOING ON INSIDE STUDENT MINDS?

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