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.

/get-ready-for-amazing-virtual-campus-experiences/

Get ready for amazing virtual campus experiences

/events/the-get-real-school-leaver-insight-series/

The Get Real School Leaver insight series.

No one needs another generic survey about generation z or student trends. There are enough of them already; and as we’ve seen, very few of them agree with each other. We’re focused on personalised, focused insight into the very real challenges you face – and how you can identify and engage the right people. We’ve got the experience and expertise to conduct qualitative and quantitative research that makes for better decision making.
Talk to us about:
• Audience insight 
• Value proposition research 
• Engagement analysis 
• Process audit 
• Measurement

Insight

What are your key audiences?  How can you realistically engage them?  How can you deliver experiences that make you the go-to employer?  These are some of the questions we look to answer in any strategy.  Combining experience, insight and innovation, we provide clients with strategies that will invariably challenge current approaches.  Because without new and divergent thinking, aren’t we simply doing the same thing and expecting a different result?
Talk to us about:
<ul>
<li>Value proposition development</li>
<li>Channel strategy</li>
<li>Student engagement</li>
<li>Schools and campus strategy</li>
<li>Identification and targeting</li>
</ul>

Strategy

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>Social media content</li>
<li>Writing and design</li>
</ul>

CREATIVE

In 2020, we’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

In October 2021, 106 Communications (in partnership with Not Going to Uni) released the findings from our second Get Real School Leaver Insight series which looked at the impact of the global pandemic on some key areas of school leavers lives.
Firstly, we looked at the academic impact of having studied at home during two major lockdowns.  
Despite the headlines of grade inflation during the last 2 academic years in particular, nearly 2 in 3 of the surveyed students felt that the pandemic had reduced their actual or predicted grades.
And only 10% of GCSE year students feel that the pandemic will work in their favour when it comes to grades. Perhaps unsurprisingly Years 13 and 11 most impacted by a predicted or actual grade reduction.
Impact by ethnic background 
Asian and mixed-race students are significantly more adversely impacted when it comes to predicted or actual grades with nearly two-thirds agreeing that the pandemic has reduced their actual or predicted grades.
Their black peers are more confident about their grades due to covid – they are the audience with the highest number of students who have seen an improvement in their grades as a result of the pandemic.
Are student views changing regarding university applications? 
In 2020, 44% of all 18 year-olds applied for a place via UCAS and this is up by 19% from 2019 – many students were seeking the shelter of university with the potential of a seismic economic storm due to lockdowns. With the easing of restrictions we wanted to see the impact of the ongoing pandemic on these choices…
University still seen as the best option by all ethnic groups
Nearly 53% see university as the best option post-18; and if 100% of these students convert this view into an application, UCAS will see another huge hike in 2021 for 2022 start dates.
58% of Black students see it as the best option – and in 2020 this translated into 47.5% of all black A Level students securing a place at unviersity compared to only 32.6% of all white students.
What about their views on Apprenticeships?  
There is an equal split in those who are either more likely to do an apprenticeship now compared with those who don’t want to pursue that route.
The pandemic has seen a 45% increase in interest from Years 10 in apprenticeships – despite the survey numbers being relatively small this could represent a significant potential opportunity for many employers.
Specific ethnic differences… 
We see the importance of delivering targeted comms to different groups when it comes to apprenticeships; when we look at ethnic differences, we see that one in five mixed-race students are more convinced than before that an apprenticeship is the right thing to do – the most enthusiastic of all the groups we looked at.
Conversely, black students are the least convinced about apprenticeships with a slight majority of black students never having wanted to do an apprenticeship despite the pandemic and more black students since the pandemic are now not looking to pursue that route.
Overall the picture is still not as positive as we would want it to be when looking at students general propensity to consider an Apprenticeship. 
Covid has made students more anxious about their job chances.
An average of nearly 60% of our Years 10-13 are more anxious about their future job chances as a result of the global pandemic.
The least concerned about the jobs market and the most confident are those in Year 10 compared to those in their GCSE year who are the most concerned and the least confident .
Connecting with Year 10 in a meaningful way  can support greater career confidence and interest in apprenticeships into Year 11 and beyond – especially since the pandemic, with 45% of Year 10 students more likely to consider an apprenticeship than previously.
Men are 15% more confident than female students about their job chances
Only just over one in ten students are prepared to do any job for now while continuing to look. This is a worrying statistic given the current headlines around vacancy numbers and the stark news is that it is hitting every sector.
Anecdotally, in the graduate market we are hearing that levels of student engagement in virtual events is average at best. With many students gravitating to the more well-known brands offering a higher volume of roles, with the perception that they have a better chance of getting an offer. If we translate this to the schools market, then many employers who don’t have as strong an employer brand, offering lower numbers might see an impact here – with fewer students seemingly willing to compromise on their choice of employer or even sector.
Anxiety is greatest amongst Asian students, with black students being the most confident
Asian students are the most anxious about their job chances since the pandemic.  Is this to do with virtual selection processes? Is it to do with cultural perceptions – do Asian students feel there is more focus from employers on attracting and hiring more black talent given the Black Lives Matter campaign and focus on employer and university black action plans?
Generation covid and the impact on their skills development
There is unsubstantiated anxiety about the jobs market, i.e. there are over a million jobs out there but of our Year 10-13 students, only 13% of them will take any job whilst they look for a role in their chosen career.
So, we wanted to sense-check what students thought about the impact of the pandemic on their skills and what in the future employers will be looking for; and we found a disconnect in a couple of places here:
Teamwork – students have lacked face-to-face time in school and in their extra-curricular activities so the development of their team-working has suffered; and at the same time they recognise that employers will likely value teamwork more as a result of the pandemic.
Problem-solving – this is a key skill that apprentices need to learn and develop, yet our survey participants do not think that employers prioritise this.
 Ideal working week
We wanted to understand what Year 10-13 students thought about their ideal working week…
…and we saw no marked differences in preferences from a gender perspective, with almost two-thirds preferring hybrid way of working from home and in the office, and a third preferring to work full-time in the office. Only 5% were keen to work from home full-time.
But when it comes to ethnicity, we can see that Asian and mixed-race students have the highest preference for five days a week in the office. Your messaging needs to reassure Asian and mixed-race students that they won’t be missing out by working from home.
A big stand-out result is that the vast majority of black students want hybrid working by some 11% more than their white peers and 16% more than their Asian peers. Providing black students with details on your policies around hybrid and flexible working is critical to engage with this audience. One in five black students will be nervous about the longer term, and the risk of businesses slipping back into full-time office working. Be prepared for these conversations with black students.
If you found this blog of interest then look out for the next in our Get Real School Leaver Insight series which is taking place IN PERSON on 9th December at 3pm- 5pm, Office Space in Town® Blackfriars 22 Tudor Street, London, EC4Y 0A
Book your space <a href="https://www.eventbrite.com/e/get-real-school-leaver-insight-session-3-tickets-178009610537">here</a>
If you would like to have an informal chat about the findings of this, or any of our previous or upcoming research do get in touch with Jayne – <a href="mailto:jayne@106comms.com">jayne@106comms.com</a>

The impact of the pandemic on school leavers

Workplace health and safety is a familiar phrase to everyone, and it’s something office workers often take for granted. But what does it mean when our workspace is at home?
Organisations still have a duty of care to every employee to safe-guard their wellbeing – and that means more than physical wellbeing. With the advent of the pandemic, working from home became a fact of life. After 18 months, we are starting to see the long-term effects WFH.
A burgeoning field of research is looking at digital wellbeing and methods of mitigating ‘technohazards’ and ‘technoharms’ that are prevalent in a hybrid work environment. Elizabeth Marsh, Director of <a href="https://digitalworkresearch.com/21-digital-work-wellbeing-tips-for-2021/">Digital Work Research</a>, is carrying out great research and galvanising this important conversation from a sound foundation of quantitative data.
“The term ‘digital well-being’ is used to refer to the impact of digital technologies on what it means to live a life that is good for a human being.” <a href="https://www.researchgate.net/publication/338560887_The_Ethics_of_Digital_Well-Being_A_Thematic_Review">(Burr, Taddeo, Floridi 2020)</a>
As it is a relatively new field, there is plenty to cover! So here are some things for you and your team to look out for, and to try.
TECHNO TIPS
<ol>
<li>Get good at the tech</li>
</ol>
We can all get by with our various software and platforms, but rarely do we delve deep into their real capabilities. Instead of winging it and dealing with inevitable frustrations, take time to participate in workshops or take a short course on the particular tech. Secondary to this is get your digital house in order. Organise your files, clear out the Download’s debris, and streamline apps where possible so you have clear comms channels.
<ol start="2">
<li>Identify and manage tech anxieties</li>
</ol>
If you’re feeling stressed at your computer/tablet/phone, it’s important to identify the source of this discomfort. When it comes to technology there is a plethora of triggers from navigating unfamiliar technology to unreliable connections, concerns over data privacy and personal interactions. If we stocktake the stress and isolate the issue we can be mindful and take steps to combat it.
<ol start="3">
<li>Rituals are your right</li>
</ol>
Not many people are missing the old commute after the wallet friendly and efficient journey from the bedroom to the living room. But the ritual of the journey – the coffee you got on the way, the podcast you listened to on the tube, the cheery good mornings – held symbolic value marking the shift from personal time to being on the clock. When living space becomes workspace, maintaining the personal/professional boundary is a challenge. We can feel obliged to be always on, extending work hours and attending to work tasks ad hoc in the evenings. Create a ritual to begin and end your workday – and stick to it!
<ol start="4">
<li>Don’t be a victim of distractions</li>
</ol>
We’re bombarded by notifications all the time, and it’s not just people vying for our attention. Social media apps actively work to get you back on the scroll, sending you notifications when a friend of a friend liked a silly video or reminding you of that great holiday you went on 5 years ago today. Think about what’s important and switch of notifications for everything else. Having protected time and space to focus is not only important for productivity, but it reduces stress and brain fog.

Digital mindfulness in the hybrid world

The <a href="https://www.ioic.org.uk/">Institute of Internal Communications</a>’ (IoIC) 2021 conference in Nottingham was well worth the wait. For two days, industry professionals from across the nation gathered to share insights, tell stories and empathise after a particularly challenging 18 months. From AI in education to Henry V, digital mindfulness to galvanising a movement, the IoIC speakers covered it all.
At 106 we love being at the heart of the action, and as sponsors we got to do just that. So now we’re going to spill the beans on what went on at the IoIC conference…
Digital mindfulness in the hybrid age
The newness of hybrid working is wearing off and we need to face the long-term implications of this new world. Health and safety is incredibly important and there has long been strict legislation to protect employees. What we need to consider now is digital safe guarding.
<ul>
<li>How do we integrate technology into our lives while maintaining boundaries, professional and personal?</li>
<li>How do we balance engagement and burnout?</li>
<li>How do we broach inter-team accessibility and individual working styles?</li>
</ul>
Teams need to start with awareness of potential <a href="https://digitalworkresearch.com/21-digital-work-wellbeing-tips-for-2021/">hazards and harms</a> and follow up with productive conversations to set clear protocols and understand individual requirements.
A D V O C A T E S
We need advocates! Internal communications means translating core messages into different mediums and styles. Your mechanic in the workshop will receive information differently to the HR rep in head office. So get advocates! They might be ambassadors, selected for their enthusiasm and given basic comms training, or they could be team members proactively walking the office floor to help. As keynote David Price said, “don’t consult, co-create”. Bring people into the comms process, listen to their experience, act on it.
We’re all looking up
Senior leadership is crucial. No matter how large the organisation, senior leadership set company culture. If the CEO is hybrid working, people will be comfortable hybrid working. If the CEO says hybrid working is okay but comes into the office every day, it’s likely people will follow suit.
This feeds into the relationship the organisation has with the broader community. There is an expectation now for organisations to take a stand on social issues, and consensus at the IoIC was that this is a good thing. Senior leadership must support these communications as they will likely be the voice of the messaging but also, they have the power to undermine the message if they do not.
Diversity and inclusion as sustainable practice
There was a great panel on diversity and inclusion that discussed the reality of integrating good D&amp;I practices. Firstly, it’s not a challenge but a growth progress. Approaching it as a ‘challenge’ frames it as something to overcome, but that’s not the case. Cultural shift takes time, and the D&amp;I conversation will continue to evolve, it’s not something to be ‘achieved’. One way to assess your D&amp;I growth is to review your company values through a D&amp;I lens, can they flex to this crucial and everchanging cultural element?
Ultimately this experience was all about coming together after life online. As you and your team navigate this new hybrid way of working, check out <a href="https://www.106comms.com/publications/reconnect-4-teams">RECONNECT 4 TEAMS</a> to get the conversation started.

The IoIC 2021  Festival Low Down

Only 13% of people are engaged in their work. So how do we find our way back? Priya Lakhani OBE has some thoughts. 
Priya Lakhani is resolute: things can change. From barrister to sauce mogul to tech start-up – she’s been there done that and all with social purpose.  Her North Star has been clear since the age of 6 when she decided her purpose was to help children in need and improve social mobility. Throughout her careers she has always held this as the top priority and her major business decisions reflect this (every sauce sale = a donation, education software for Chinese schools shutdown due to Covid, you get the idea).
Priya’s keynote at the IoIC Conference in Nottingham this week was not only insightful, but also a model for leadership as her powerful ideas were delivered with an authentic voice. Here are the key takeaways from her talk for driven organisations (and individuals!) to stay on the right course and empower their people.
<ol>
<li>“Leadership is not management and management is not leadership.”</li>
</ol>
Leadership means having an authentic voice, a clear purpose and the ability to bring people along with you. Every single person in an organisation can be a leader regardless of job title or time with the company.
<ol start="2">
<li>Consistent messaging</li>
</ol>
If the company values are well communicated you are empowering those leaders in your company. Reiterating your values across every communication means everyone knows where they stand and what your company prioritises.
<ol start="3">
<li>Be honest and know your people</li>
</ol>
There are <a href="https://www.forbes.com/sites/oreillymedia/2015/01/13/who-needs-rebels-at-work/">good rebels and bad rebels</a>. Good rebels challenge and innovate, are optimistic and offer creativity and passion in the face of adversity. Bad rebels are quick to say ‘no’ and can be a drain. Note that these are behaviours, not personality traits, and behaviours can be changed. Be direct and work out who your bad rebels are. If they’re senior leadership get creative with how you operate around them, if they’re on your team find ways to encourage good behaviours instead.
<ol start="4">
<li>Find your North Star</li>
</ol>
Purpose is crucial. Know why you are getting out of bed every day, know why your company holds value for you, know your North Star. This is the only way to have clear and effective communication. As we settle into a post-lockdown world this is an opportunity to reflect on our organisation’s purpose and be critical of whether or not the course remained true in the face of adversity.
Only 13% of people go to work with purpose, it’s time that changed.

Only 13% of people are engaged in their work. So how do we find our way back?

We know that the autumn term leading up to Christmas is one of the busiest for those in student recruitment and thinking ahead to February is often that item on the to-do list that gets pushed further and further towards Christmas… 
So we wanted to lend a hand by writing a quick guide to planning and delivering your January/February/ Spring/ TT100 campaign. So here goes:
Here’s a quick reminder of what the survey is all about. In the pre-Covid era, the TT100 survey, which culminates in a ranking of the Top 100 of Graduate Employers annually, would take place face-to-face on-campus surveying approximately 20,000 students across some 35 universities. For the purposes of the rankings, students are asked one simple question which is “Which employer do you think offers the best opportunities for graduates?”
So here’s our thoughts on making your campaign work for you: 
Understanding what is meant by the “best” 
For some graduates, this means the highest number of roles; and associating this with their “best” chance of securing a role. For others it may be salary and benefits, training, location or most diverse and inclusive organisation. We know that the top 5 decision making factors across all audiences are, according to High Fliers 2021:
<ul>
<li style="font-weight: 400;" aria-level="1">Being challenged and stretched</li>
<li style="font-weight: 400;" aria-level="1">Having a good social life through work</li>
<li style="font-weight: 400;" aria-level="1">Giving something back</li>
<li style="font-weight: 400;" aria-level="1">Having genuine responsibility</li>
<li style="font-weight: 400;" aria-level="1">Being part of a structured programme</li>
</ul>
Is it a vanity project? 
What is the real reason for the project?  
Does being in the ranking mean that you attract better students?
Does being in the rankings support students with their decision-making and therefore, it’s a useful marketing tool (with over half million copies being sold/ distributed annually)?
Do you want to be there because you know that under-represented audiences take a lot of steer from the TT100 rankings and therefore being in the top half of the list makes a difference in attracting diverse students?
Of course, for many employers, this whole process of surveying students occurs after application deadlines have passed – and there are concerns about managing candidate disappointment – and this can stop them investing in Spring activities.  We have seen clients successfully use the data capture elements of their Spring campaigns to support talent pipelining of first- and second-year audiences for future recruitment rounds. 
A creative concept aligned to your main campaign or stand-alone?
This is an interesting dilemma. There are arguments for both. On the one hand, by closely aligning your campaign and messaging with your main student marketing, there could be more of an impact on brand recall. Don’t advertisers talk about the Rule of 7 – you have to see something 7 times before the message gets through? 
On the other hand, the field period for the TT100 is 2-3 weeks (end of January onwards) and is a moment in time. There is therefore the opportunity to do something surprising, unexpected, and out of the ordinary for your student brand that will be memorable for that same period. 
Whatever you decide on, your campaign needs to have resonance with your overall employer brand. For example, what does playing mini golf or the great sweetie giveaway or handing out cup-cakes have to do with your financial services graduate brand? 
We also have seen a lot of Spring campaigns in our time and there are a few rules that we try to abide by in terms of the concept: 
<ul>
<li style="font-weight: 400;" aria-level="1">Is it easy to engage with/ in?</li>
<li style="font-weight: 400;" aria-level="1">Will it engage those who wouldn’t normally engage with your brand? </li>
<li style="font-weight: 400;" aria-level="1">Is it memorable? </li>
<li style="font-weight: 400;" aria-level="1">Is it clear in its messaging (i.e. that the brand offers the “best” graduate opportunities because of xxxxx reason)?  </li>
<li style="font-weight: 400;" aria-level="1">Is it shareable? </li>
</ul>
To campus or not to campus in Spring 2022? 
The reality is we just don’t know what the Winter months will bring in terms of Covid statistics and the impact on campuses across the UK. But we do know that it is more likely than not that a blended approach to both academic teaching and careers information are here to stay to some degree. For brands, in-person campus activities offer a huge opportunity as a channel with more brands than not being cautious about the health and safety of their teams (understandably). We predict, from several conversations with Careers Teams, that there will be a higher chance that employers can access campuses compared to this autumn during Spring 2022. 
A blended approach 
Students have missed seeing brands on-campus but we know that digital during Covid has proven that we can reach a far wider, more diverse audience online. Ensuring that your Spring activity is a blend of both face-to-face and digital elements will maximise your success. 
Data capturing those that you have engaged with on-campus can be off-putting to some students but for those who do provide their data, there has to be something of value in return either financially or educationally. 
Social campaigns give the safety of anonymity for students and may get you a higher number of entries (we have seen numbers from c 1500-3000 across Instagram and Facebook competitions) and the rewards here don’t necessarily have to be as high value. 
Thinking about who will physically deliver the campaign?
For our clients we see a blend of all of the following:  
<ul>
<li style="font-weight: 400;" aria-level="1">Using your team – students are always keen to see current/ past trainees as well as the recruitment team (who are often needed to answer those difficult questions) </li>
<li style="font-weight: 400;" aria-level="1">Using alumni of the university – to create that sense of possibility (‘If they can, I can too’) and to provide a safe space to ask questions. </li>
<li style="font-weight: 400;" aria-level="1">Using Campus Brand Managers – a great way to access specific courses and groups of students and who can be well briefed to create the link between the activity and voting. </li>
<li style="font-weight: 400;" aria-level="1">Using micro student influencers – having your brand and your campaign endorsed by fellow or past students with micro followings can amplify the reach of your campaign. </li>
<li style="font-weight: 400;" aria-level="1">Student Unions and Societies – to promote your events and activities and a useful way to access hard to find/ engage groups of students. </li>
</ul>
Setting realistic expectations
In 2021 16,000 students completed the High Fliers interview online with over 1500 company names being mentioned. The number one slot went to Civil Service Fast Stream with only 6.4% of the overall votes i.e. just over 1000 votes across 32 Unis (c 31 votes per Uni). The results are kept a tight secret with brands not being told exactly how many votes they each achieved. However, statistics would show that the difference between brands in the mid-table will be somewhere between 20 and 100 votes overall. 
The opportunity to rise in the rankings with a strong Spring campaign concept is there for the taking in 2022, as many of the volume recruiters continue to take advantage of digital-only campaigns. Stealing a mere 6 votes from each of the 32 campuses could see you rising by as much as 10 places. 
We hope that this article gives you some food for thought and if you would like to have a chat about your approach to Spring campaign planning, then don’t hesitate to drop the 106 comms team a line or email me directly at <a href="mailto:jayne@106comms.com">jayne@106comms.com</a>. Thank you.

Winning student votes in The Times Top 100 Graduate Employers survey

After 18 months of webinars and aspirational beach Zoom backgrounds, we brought together a group of internal communicators across industries to share stories, develop ideas and snack on popcorn. This is The Big Reconnect.
&nbsp;
Coinciding with the No Time to Die premiere, we thought there was no better way to kick off the Big Reconnect with a Bond themed exercise. We asked everyone what Bond film title best described their working Covid experience. The most common response – and I think many can all relate to this – was Tomorrow Never Dies. Organisations and their people have had to be more resilient than ever before, solving problems on the fly and finding innovative ways to communicate and bring the whole company together during a period of crisis.
Everyone at the Big Reconnect had their own individual experience of the pandemic, but some primary themes emerged across the day that really had an impact on all of us.
Trust
Throughout the pandemic people turned to their employer for guidance and information about Covid as the government communications became, at times, confusing and unclear. This placed a huge responsibility on the shoulders of internal communicators who had to not only get the crisis comms out to the staff, but also were accountable for the accuracy of this crucial information. Being transparent and having visible leadership was absolutely crucial, and those that got their CEOs in-front of the camera earned the trust of their people.
Trust also feeds into the success of a diverse and inclusive workspace. Certainly many organisations are now using pulse surveys and encouraging employee feedback to improve diversity and inclusion. But it’s clear that a loss of trust after many rounds of ‘information gathering’ and not so many rounds of ‘action’ leads to disengagement and difficulties with retention of underrepresented groups.
Speaking of action…
Taking a stand
Black Lives Matter. Reclaim the Streets. Insulate Britain. The last 18 months has been a period of great tragedy and thrown deep-seated social issues into the spotlight. As people ask for more from their government and leaders, there is also an increased expectation for organisations to stand by them and take a public stance. Consensus at TBR was that this is a good thing. The challenge that internal communicators must overcome is the reactive nature of content dependent on news events and finding a strategy that can convey this messaging alongside other vital comms without overwhelming the information flow.
Internal comms as a force for good
Moving away from crisis comms for a moment, there was fantastic conversation about diversity and inclusion (emphasis on ‘inclusion’). Creating an inclusive workplace requires smart communication, harnessing the power of the interpersonal relationships. The line manager is an invaluable tool as they set the tone for work culture and have contact with those hard-to-reach employees like shift workers and frontline staff. It’s also vital that internal communicators review their language to ensure it is inclusive and clear for everyone.
The democratising power of tech
Embracing technology and adapting to virtual communications provided an opportunity for organisations to be brought together – everyone can have a seat at the table when there is unlimited capacity. In the past there has been a gap between full time administrative staff and casual or shift workers, but by using technology everyone could participate in work events and was informed on what was going on. Live streaming is a great example of this. A huge unveiling or premiere is no longer reserved for the VIP, the doors are opened to all employees and they can peek behind the curtain. It’s also logistically easier and cheaper to go virtual so some changes are definitely here to stay.
An opportunity for lasting change
We’ve covered some of the major challenges, but what about the good that has come about from this major disruption? As one attendee articulately put, this is the time to cash in on ditching formality. The pandemic demanded increased visibility from senior leaders, and in the process humanised them. Suddenly the name you’re used to seeing at the bottom of an email was showing you and your colleagues around their kitchen offering a face, substance and transparency to the constant flow of difficult information. Gone were the curated, auto-cued video messages with perfect lighting and a pristine outfit. Now we had real moments of honesty and directness from our leaders.
The move to hybrid working will pose a significant challenge for communicators. Already presenteeism is starting to creep back in and when people are in the office, they’re starting to forget the people who aren’t in front of them.  There is a great responsibility for internal communicators to instil good communication habits in employees that ensure there is no difference between being the person in the room and the person in their living room.
Looking ahead 

18 months after the initial lockdown, we are at a crucial point. Either organisations will be reverting to pre-pandemic habits or codifying the reactive measures that were put in place. Hopefully we can keep the positive changes made in communications, hanging on to the ‘people-first’ mentality to boost inclusivity and engagement of employees through efficient use of technology and senior leadership. If we can codify out virtual connections it will also help ease us into the hybrid world, keeping good video-call habits in place to maintain an inclusive workplace.
The Big Reconnect was just that. There was palpable joy and excitement about being together, having the opportunity to bounce ideas, hash out challenges and find cathartic relief in sharing stories with people who understand the unique challenges of internal communications in a crisis. A big thank you to everyone who attended and got involved, especially the six fantastic speakers who offered their insights on the day.

Student
Marketing

No going back for student employers

Case studies

WORK AND PLAY

REAL DIFFERENCE

YOUR NHS

100% YOU

BE THE APPRENTICES

Services

Insight

Strategy

CREATIVE

DIGITAL

Insight

Get ready for amazing virtual campus experiences

Event

The Get Real School Leaver insight series.

Recent Posts

THE IMPACT OF THE PANDEMIC ON SCHOOL LEAVERS

DIGITAL MINDFULNESS IN THE HYBRID WORLD

THE IOIC 2021 FESTIVAL LOW DOWN

ONLY 13% OF PEOPLE ARE ENGAGED IN THEIR WORK. SO HOW DO WE FIND OUR WAY BACK?

WINNING STUDENT VOTES IN THE TIMES TOP 100 GRADUATE EMPLOYERS SURVEY

THE BIG RECONNECT

No going back for student employers

Case studies

WORK AND PLAY

REAL DIFFERENCE

YOUR NHS

100% YOU

BE THE APPRENTICES

Services

Insight

.css-13e32t0{color:var(--theme-ui-colors-black,black);}.css-1qtq9nm{box-sizing:border-box;margin:0;min-width:0;color:var(--theme-ui-colors-accent,#00c9ff);color:var(--theme-ui-colors-black,black);}.css-1qtq9nm:hover{color:#00c9ff;}Get ready for amazing virtual campus experiences

Event

The Get Real School Leaver insight series.

Recent Posts

THE IMPACT OF THE PANDEMIC ON SCHOOL LEAVERS

DIGITAL MINDFULNESS IN THE HYBRID WORLD

THE IOIC 2021 FESTIVAL LOW DOWN

ONLY 13% OF PEOPLE ARE ENGAGED IN THEIR WORK. SO HOW DO WE FIND OUR WAY BACK?

WINNING STUDENT VOTES IN THE TIMES TOP 100 GRADUATE EMPLOYERS SURVEY

THE BIG RECONNECT

Get ready for amazing virtual campus experiences