<p>Engaging students in the midst of a pandemic</p>


Work and play

<p>Making a real difference to local government</p>


Real difference

<p>Engaging diverse audiences for the NHS</p>


Your NHS

<p>A global challenge</p>


100% you

<p>The social mobility challenge</p>


Be the apprentices

<p>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.</p>


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

Get ready for amazing virtual campus experiences

/events/employability-roundtable-focusing-on-interdisciplinary-learning/

Employability Roundtable

<p>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.</p>
<p>Talk to us about:</p>
<p>• DE&amp;I insight<br />
• Targeting and campaigns<br />
• Content<br />
• DE&amp;I events<br />
• Influencers</p>


DE&I

<p>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.</p>
<p>Talk to us about:</p>
<ul>
<li>Social media strategy</li>
<li>Content development</li>
<li>Social management</li>
<li>Influencers</li>
<li>Social measurement</li>
</ul>


Social

<p>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.</p>
<p>Talk to us about:</p>
<ul>
<li>Concept development</li>
<li>Student targeting</li>
<li>Campaign management</li>
</ul>


Campaigns

<p>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.</p>
<p><strong>Talk to us about:</strong></p>
<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

<p>A shared culture seems a no-brainer.  Why wouldn’t you want to have a shared culture across your organisation?  Why wouldn’t you want to create a consistent and unified employee experience, whether it’s in one location or hundreds?</p>
<p>But the truth is that a shared culture is not always as common as people think – and here are some scenarios that are quite telling.</p>
<ol>
<li>Organisations that have just come through a merger or acquisition, and there is a need to bring the culture together for the benefit of the people and organisation…</li>
<li>Despite best efforts, there’s no sense of a shared culture across locations and functions – in truth, it’s been like that a while, but now it’s becoming a problem…</li>
<li>The organisation has grown quickly and some of the locations and teams are starting to create their own micro cultures, which is leading to inconsistent behaviours, experiences and expectations…</li>
</ol>
<p>So how do organisations start to put in the foundations of a shared culture – and by that, we are focusing on the values, behaviours, purpose and employer brand, rather than other factors such as environment.  Fundamentally, we believe that if we get these factors right, the rest will follow.  These provide the platform for a consistent employee experience and a shared organisational culture.</p>
<p>We start (thank you, Simon Sinek) with WHY.</p>
<h2></h2>
<h2><strong>WHY</strong></h2>
<p>A shared culture is important to so many organisations, but it’s important to understand why you need one.</p>
<ul>
<li>A shared culture helps people collaborate more effectively</li>
<li>A shared culture ensures a consistency of client service and delivery</li>
<li>A shared culture shows people they are part of something bigger</li>
<li>A shared culture opens up opportunities for your people</li>
<li>A shared culture grows advocacy and reputation</li>
</ul>
<p>Sometimes you might not need one – for example, sub brands or separate operating companies where they are left to their own devices, with no need to integrate.</p>
<p>But if you decide you do, establish what you see as the key benefits and outcomes – and fix on those throughout. For example, you might want to take the approach of focusing on what makes your organisation be its best – and how the culture can support that.</p>
<p>&nbsp;</p>
<h2><strong>WHO</strong></h2>
<p>Normally, with projects of this scale (and it should be one of the most important projects in your business), the organisation normally demands a Project Sponsor – someone on the Board or Senior Leadership Team.</p>
<p>We’d challenge that – in two ways.  First, if this is so important to the business, the CEO should be involved from the outset; and second, they shouldn’t simply be a ‘Sponsor’ that you meet with three times during the project, they should be actively and passionately involved.</p>
<p>For example, when we supported the Bally’s team, the CEO made time to attend the Steering Group meetings (where we had over 20 people from locations across Europe, Asia and North America), as well as come along to the end of our project workshops – to understand the outputs, listen to the approach and make his contribution, without ever saying ‘do it my way’.  This involvement inspired the team, reassured colleagues and endorsed the work to the rest of the management team.  He saw it not as a project, but a key part of his job.</p>
<p>Of course, it’s not just about the CEO; it’s also about having representation from locations and functions across the business – a Steering Group who are not making decisions but supporting and guiding your progress.  For example, we had one strong challenge on the Bally’s project about the use of ‘unapologetic’ as a value or theme – it’s just something that would never resonate in Asia.</p>
<p>&nbsp;</p>
<h2><strong>HOW</strong></h2>
<p>The most important principle here is to take people on the journey with you.  To do this well, we would always suggest a more qualitative approach, than simply surveying the whole organisation.  You may want to use a survey at some stage to verify your approach; but make it qualitative and engaging throughout.  Why?</p>
<ul>
<li>Because you build greater advocacy this way</li>
<li>Because you uncover more rich stories about the colleague experience</li>
<li>Because it is much more involving and engaging for everyone</li>
</ul>
<p>For Bally’s, we conducted over 17 focus groups from Singapore to Sweden, from Malta to Atlantic City.  We could potentially have done far fewer and uncovered the same cultural themes; but in light of a merger, it made this approach important to engage colleagues and show how much the company valued their contribution.</p>
<h2></h2>
<h2><strong>WHAT </strong></h2>
<p>When you’ve done all your research, gathered together the key themes, how do you turn this into something authentic, inspiring and sustainable.  Far too often, creating a set of values or building an employer brand seems to run out of steam here – and we are left with banalities about Integrity and One Team that try to speak to everyone but has little resonance on an everyday basis.</p>
<p>Working with an international law firm, we’ve been keen to benchmark our work against competitors throughout the process – to create some clear space between this firm and its competitors for talent, and show that culture can be a differentiator rather than simply a hygiene factors.</p>
<p>We were particularly proud about how the Bally’s DNA and purpose came together, and how great design is important to showcase something so fundamental as your values and purpose.  Remember, we are visual animals – putting time, effort and resource into creating stand-out materials does make a difference, rather than leaning on lazy icons and clichéd images.</p>
<h2></h2>
<h2><strong>WORKS</strong></h2>
<p>So we’ve developed, designed, launched.  Now comes the hard yards to make our values, purpose, behaviours and employer brand sustainable and ingrained into the everyday.</p>
<p>This is always a work in progress, as you prioritise different parts of your colleague experience.  Often a quick win can be the onboarding process, to ensure that any new colleagues are made to feel like they belong.  Set out a plan over the next 6 to 12 months to bring the values, purpose and employer brand into all aspects – starting with those that might be easy to do but have maximum impact.</p>
<p>Building values and behaviours into an assessment and performance review process is invariably more complex and require greater stakeholder engagement.</p>
<p>And then comes measurement.  I applaud Bally’s for doing an annual survey that measures the strength of the DNA and the purpose – and normally the DNA over-indexes with colleagues.</p>
<p>&nbsp;</p>
<p><em>Hopefully this gives you a clear idea of the steps involved in creating a shared culture.  If you’d like more insight and specific examples, do get in touch.  We always love talking culture over coffee and cake!!</em></p>


Five steps to a shared culture

<p>T he ISE webinar on 25<sup>th</sup> May hosted an insightful discussion around the pros and perils of AI in assessment and selection. Jayne Cullen from 106 listened in and watched the exclamatory chat unfold… here are some key takeaways…</p>
<h3><strong>Cibyl&#8217;s research into students&#8217; use of ChatGPT</strong></h3>
<ul>
<li>The research had an unusually high completion rate by men; an inference that this is more on the male radar</li>
<li>1 in 10 students hadn’t heard of ChatGPT (echoing our own 106 Comms student focus group findings) with the highest usage amongst black and final-year students</li>
<li>Students demonstrated nervousness about using ChatGPT for exams but were willing to engage with the tool for research, revision and other assignments</li>
</ul>
<p><em>“It gives me some background and a starting point but for advanced economics, it’s wrong most of the time… it takes away from the reason why I went to Uni which is to develop my initiative and to learn how to learn..” </em></p>
<h3><strong>Michael Webb – talked about what’s happening in the world of education</strong></h3>
<p>The question we all had was how are universities dealing with ChatGPT? The current Higher Education position is that we have to embrace it, shifting attention away from the concern about whether students should use it, and focusing instead on how they use it. HE are starting to focus on the role that AI detection could play in assessments. However, tools for detection are not 100% accurate in themselves; too often delivering false positives.</p>
<p>The rapid rise of AI technology has reignited a longstanding debate and sparked a contentious question: Is there a better way to assess individuals? In the HE realm, there has been a tendency to heavily rely on essays as a primary assessment tool. The emergence of AI has the potential to act as a catalyst for change, and this could bring about positive outcomes.</p>
<h3><strong>Jamie Betts and Robert Newry talked about what is happening in the assessment space with employers</strong></h3>
<p>The new version of ChatGPT (version 4) excels in problem-solving and delivers a 99<sup>th</sup> percentile result in verbal reasoning tests, hits the 90<sup>TH</sup> in Numerical tests and can ace SJT’s – basically, it can pass any assessment you throw at it! It’s not just online tests we should be concerned about… there is now a plug-in on ChatGPT that listens to video interview questions… and suggests answers… (based on your LI profile that you have fed in upfront!)</p>
<p><em>OMG, WOW, Scary stuff</em>… were just a few expressions thrown around in the webinar.</p>
<p>Employers have been attempting to circumvent the use of ChatGPT by implementing assessments that prevent users from copying and pasting. However, the future holds a potential workaround with discreet browser plug-ins that enable running ChatGPT alongside real-time assessments. This development opens up possibilities for utilising the power of AI while maintaining integrity in assessment processes.</p>
<p>Looking ahead, the expert panel delved into the crucial topic of ethical AI, emphasising the importance of transparency and auditability. As AI continues to evolve and demonstrate its capabilities, the discussion revolved around the essential skill sets that will be in demand in the future. Interestingly, many panellists highlighted the unique abilities inherent to human beings, such as creativity and empathy, as key skill sets that will remain invaluable.</p>
<h3><strong>ChatGPT…an obstacle to inclusion and diversity? </strong></h3>
<p>The current version of ChatGPT has been widely utilised and research has shown increased usage among black students and minority groups, highlighting its positive impact. However, the upcoming release of the next version behind a paywall poses a significant challenge to the social mobility agenda. This move may hinder access and limit the benefits that these underrepresented groups have been experiencing.</p>
<p>Another concern that persists in machine learning systems is the presence of inherent bias. These systems learn from the data they are provided, which means biases present in the input data can be embedded in the outputs they generate. Facial recognition technology serves as an example of this issue, as it has been known to unfairly target certain groups and ethnicities. This perpetuates biases and raises serious ethical concerns.</p>
<p>While some organisations have made slight adjustments to their assessments, acknowledging the relevance of technology skills in candidates&#8217; daily roles, others, like law firms, have outright banned its use and opted for supervision instead. The adoption of invasive proctoring methods can lead to heightened anxiety, particularly among female, neurodiverse, and disabled students. This approach is not the preferred path for employers, as it can negatively impact the well-being and performance of individuals from these groups.</p>
<h3><strong>In summary…  </strong></h3>
<p>This is an exciting time for innovation!!! The future of assessments will no longer be text-based and we will be seeing the use of audio, visual and task-based assessments more and more. There are many challenges we have yet to overcome with AI overall and specifically with ChatGPT, how to integrate its use in assessments and applications, and how we can overcome the inherent systematic bias that will be inputted and outputted. It is clear that there is a real need for guidance and regulation.</p>
<h4><strong>Food for thought</strong></h4>
<p>Feel free to use ChatGPT to rewrite your careers website (double checked and edited by your team) BUT  do NOT use it to help you make key decisions eg screening applications.</p>
<p>106 Communications specialises in Student Marketing communications, building employer brands that resonate with early talent and the wider market. As a team of experts, we are on hand to help organisations navigate this complex and ever-changing assessment landscape.</p>
<p>Do join 106 on 22<sup>nd</sup> June where we will be continuing this discussion around the impact of AI and discussing practical solutions. To sign up please email our Early Careers Consultant, <a href="mailto:jayne@106comms.com">Jayne.</a></p>


Love it or hate it… ChatGPT is here to stay! So what does this mean for HE and employers?

<div><span class=" author-d-1gg9uz65z1iz85zgdz68zmqkz84zo2qowz80zsz83zz68zlklz85zz69zxz67zk3z82zjz81zz77zz78zoxpaz78zkuz83zyiz76z16">Capturing the best bits of an event is never easy, but when you’ve had 2 full days each with three streams of concurrent talks it’s nigh on impossible. So, to make it easy for you</span> <span class=" author-d-1gg9uz65z1iz85zgdz68zmqkz84zo2qowz80zsz83zz68zlklz85zz69zxz67zk3z82zjz81zz77zz78zoxpaz78zkuz83zyiz76z16 h-lparen">(and</span><span class=" author-d-1gg9uz65z1iz85zgdz68zmqkz84zo2qowz80zsz83zz68zlklz85zz69zxz67zk3z82zjz81zz77zz78zoxpaz78zkuz83zyiz76z16"> our content writer…), here are the broad strokes on the three big themes that emerged: AI meets IC, accessibility for all, and how to embed and engage.</span></div>
<div></div>
<h2><span class="ace-all-bold-hthree"><span class=" author-d-1gg9uz65z1iz85zgdz68zmqkz84zo2qowz80zsz83zz68zlklz85zz69zxz67zk3z82zjz81zz77zz78zoxpaz78zkuz83zyiz76z16"><b>AI meets IC</b></span></span></h2>
<div><span class=" author-d-1gg9uz65z1iz85zgdz68zmqkz84zo2qowz80zsz83zz68zlklz85zz69zxz67zk3z82zjz81zz77zz78zoxpaz78zkuz83zyiz76z16">The conference keynote speaker on Day 1 was Nina Schick – expert on generative AI. Nina certainly set the tone for the conference, as over the coming sessions AI featured prominently. Her message? It’s going to have an enormous impact, it’s going to</span> <span class=" author-d-1gg9uz65z1iz85zgdz68zmqkz84zo2qowz80zsz83zz68zlklz85zz69zxz67zk3z82zjz81zz77zz78zoxpaz78zkuz83zyiz76z16 h-ldquo">“change</span><span class=" author-d-1gg9uz65z1iz85zgdz68zmqkz84zo2qowz80zsz83zz68zlklz85zz69zxz67zk3z82zjz81zz77zz78zoxpaz78zkuz83zyiz76z16"> what it means to be human” – but that doesn’t mean it’s going to be a disaster. As internal communicators, Nina says our jobs will be more important than ever to communicate changes in processes and strategy with the rise of operational workplace AI.  Throughout the day we heard from Intranet providers already integrating AI into their platforms, essentially creating creators who can write a blog or policy in a fraction of the time and format it perfectly. The future is already here.</span></div>
<div></div>
<h2><span class="ace-all-bold-hthree"><span class=" author-d-1gg9uz65z1iz85zgdz68zmqkz84zo2qowz80ziz73zy9z77zz83z4z80z7cxz81zz77zz73z9z86zyz66zz71zjbeecxz90zp8nz80z"><b>Accessibility for all </b></span></span></h2>
<div>
<div>
<p>The SimplyIC Conference this year highlighted the importance of making communications more accessible and inclusive for diverse audiences. One particularly impactful session was led by Rina Paredes, who shared her experience working for CAFOD (the Catholic Agency for Overseas Development). Rina discussed the challenges of creating communications for hard-to-reach areas with limited digital literacy and often affected by crises. She stressed the need to recognise privilege, power dynamics, biases, and inclusion in order to foster a culture of openness and trust. This thought-provoking session reminded us of the major challenge to accessible and inclusive communication: assumptions. We were reminded not to take our access to technology for granted and to be mindful to stop using phrases such as ‘launching in Spring’ &#8211; as Rina rightly stated “Spring where!!”</p>
<p>&nbsp;</p>
<p>Another highlight of the conference was the personal stories shared by Aoife Casson and Tristan Lavendar, who discussed their experiences being neurodivergent. They highlighted the commendable efforts of Alzheimer&#8217;s Research UK and Philips in creating a more inclusive workplace for neurodivergent colleagues. Throughout the session, they emphasised that the journey towards inclusivity requires ongoing commitment, continuous improvement, and how important it is to involve neurodivergent individuals in decision-making processes, #NothingAboutUsWithoutUs. They shared practical steps to make the workplace more accommodating, and creating an environment where difference can flourish, such as providing a variety of options to process information, sharing agendas beforehand and summarising key points and actions at the end of meetings etc. Communicators have the power to change hearts and minds, said Tristan at the end of the session, breaking the stigma surrounding neurodivergence.</p>
<p>&nbsp;</p>
<p>“Fruit salad is better than a bowl of one fruit” &#8211; Aoife Casson</p>
</div>
<div></div>
</div>
<h2><span class="ace-all-bold-hthree"><span class=" author-d-1gg9uz65z1iz85zgdz68zmqkz84zo2qowz80zsz83zz68zlklz85zz69zxz67zk3z82zjz81zz77zz78zoxpaz78zkuz83zyiz76z16"><b>Embed and engage</b></span></span></h2>
<div><span class=" author-d-1gg9uz65z1iz85zgdz68zmqkz84zo2qowz80zsz83zz68zlklz85zz69zxz67zk3z82zjz81zz77zz78zoxpaz78zkuz83zyiz76z16">This will always be on the agenda at an IC conference worth its salt, and it was great to hear really candid case studies that illustrated practical steps and best-practice for sustained change and engagement. First up &#8211; with FirstUp &#8211; was Murray Phair from M&amp;G. His story began with 13 organisational statements: two different purposes, a vision, two aims, two missions, a set of behaviours etc… Even the senior leaders were mixing messages! Through a rigorous consultation process of research, development, and then testing again in focus groups they created a mission that struck home.</span></div>
<div>
<p><em><span class=" author-d-1gg9uz65z1iz85zgdz68zmqkz84zo2qowz80zsz83zz68zlklz85zz69zxz67zk3z82zjz81zz77zz78zoxpaz78zkuz83zyiz76z16">“If you throw 5 tennis balls at someone, they’re not going to catch anything. Toss one ball and they’re going to catch it.” &#8211; Murray Phair</span></em></p>
</div>
<div><span class=" author-d-1gg9uz65z1iz85zgdz68zmqkz84zo2qowz80zsz83zz68zlklz85zz69zxz67zk3z82zjz81zz77zz78zoxpaz78zkuz83zyiz76z16">Howard Krais, previously of Johnson Matthey and now co-founder of True, gave a brilliant case study of creating and empowering a global network of communications advocates. 79% of employees say they trust their coworkers ahead of HR and their CEO &#8211; the business case writes itself. Howard created the PionAir programme. People volunteered or were put forward by their local leader across their offices, each PionAir received rigorous training and were supported in having conversations with their manager around the time investment/time away from their BAU work. What resulted was a global network of people building understanding at a community level, creating rich feedback opportunities and a sense of connection and investment across borders.</span></div>
<div></div>
<div></div>
<div><span class=" author-d-1gg9uz65z1iz85zgdz68zmqkz84zo2qowz80zsz83zz68zlklz85zz69zxz67zk3z82zjz81zz77zz78zoxpaz78zkuz83zyiz76z16">The above is just the tip of the Simply IC</span><span class=" author-d-1gg9uz65z1iz85zgdz68zmqkz84zo2qowz80ziz73zy9z77zz83z4z80z7cxz81zz77zz73z9z86zyz66zz71zjbeecxz90zp8nz80z">&#8211;</span><span class=" author-d-1gg9uz65z1iz85zgdz68zmqkz84zo2qowz80zsz83zz68zlklz85zz69zxz67zk3z82zjz81zz77zz78zoxpaz78zkuz83zyiz76z16">eberg. If your curiosity is piqued by any of the above, let us know and we can offer more depth! We’ll also be sharing some more bitesized content of the sessions we couldn’t fit into this download so stay tuned. Thank you SimplyIC and to all of the amazing presenters who shared their wisdom, mistakes and innovations to help the growing community.</span></div>
<div></div>
<div>Written by Millie, Content Specialist, and Lauren, Account Manager</div>


SimplyIC Event Download

<p>On 27<sup>th</sup> April, Henry and Jayne hosted another early careers roundtable breakfast; but this time with 14 senior players in the legal sector. Thank you to all who attended and for all your great contributions.</p>
<h2><strong>The disruption being caused by AI</strong></h2>
<p>Many employers around the table are seeing evidence of applications being fuelled by Chat GPT with “cover letters and emails getting much better!” said one employer. Another employer cited a recent applicant who forgot to remove the “Regenerate response” from the bottom of their cover letter!</p>
<p>There were definitely two sides to the conversation; on the one hand, employers see it as something that we all have to come to terms with and it could have some really positive implications. Similar to when spell check came in…it is more about how we use it, whether you are using it to construct well-written emails and applications <em>versus </em>finding information that candidates could use to dramatically impact their applications.</p>
<p>Some employers were keen to point out that using tools such as Chat GPT could support those from lower social groups, levelling the playing field for those candidates who may not have the additional support provided by family or network connections. Others were more fearful of the impact and are adding declaration statements into the application process and monitoring whether they have Chat GPT open on their screen at the same time as their video interview for example. The idea that this is tantamount to cheating to get ahead, is an obvious concern for an industry built on integrity.</p>
<p><em>(106 Comms will be hosting a cross-industry breakfast on 22<sup>nd</sup> June 9 -11 am in London specifically around this topic so please email <a href="mailto:jess@106comms.com">jess@106comms.com</a> to find out more and register)</em></p>
<h2><strong>The cost of living is an omnipresent factor in early careers attraction and selection</strong></h2>
<p>How can employers support those students who were already struggling to build their social capital before the Cost of Living crisis and who are now having to compete in an even more unfair jobs market? One conversation centred around the advantage of the “board room/ dining-room table” at home; LSE candidates may never sit down to a meal with their families and experience rich, challenging and thought-provoking conversation in the same way that more privileged students do.</p>
<p>Companies talked about running firm socials in a much more casual way, such as mini golf, as well as holding meals in the office or at less extravagant restaurants as people may feel out of their depth regarding certain situational etiquette. Whilst many firms will reimburse travel costs and have blanket amounts given to cover accommodation, some supply ‘student halls type’ accommodation and one company has even gone as far as to cover the salary for work shifts missed to attend programmes and interviews.</p>
<h2><strong>Managing conflicting messages over workplace flexibility and mental health in a high-performing workplace culture</strong></h2>
<p>The group talked a lot about the difficulty of managing this generation’s expectations about the world of work. Law firms have one thing to sell and that is their people; the quality of their people and the advice they give. The work is demanding and the hours can be long and managing the reality of this message in a highly competitive candidate-led market is difficult. Being clear in your recruitment communications that we will be flexible, but you must be too, is not what we see on many law firm sites. But the group were all in agreement that the messages can’t always be shiny and candidates need to understand the reality of what they are committing to, otherwise if we are too shiny, too accommodating, it might bite them and us later down the line.</p>
<p><em>At this session, we shared insights from focus groups we’ve been running at different universities. If you’d like to hear more about what’s on student minds, please get in touch. </em></p>


What’s on the minds of early careers leaders in law?

<p>There is no better way to start the day than talking all things internal comms and engagement with a group of brilliant professionals over coffee and brekkie.</p>
<p>Last Thursday, we had the pleasure of being joined by internal comms leaders from leading companies across the finance, travel, legal, retail, service and food industries. We hashed out some of the biggest challenges facing internal engagement, and discussed creative solutions and persistent trends in the workplace. Jazz Hanley, Workvivo, also joined us for the event, opening up the discussion around the infamous topic of the future of work and the rather intriguing notion of the <em>Digital Workplace. </em></p>
<h2><strong>Back to basics</strong></h2>
<p>A significant conundrum facing many IC professionals is managing that ‘noise’ across channels. With pockets of engagement and others checked out, it was time to share and learn more about how people have got creative.</p>
<p>Frank Dias, QBE, realized that most of his organisation are skim readers. As such, they altered their content and channel approach so that crucial information can is there in a couple of sentences with links to in-depth articles.</p>
<p>Thinking frontline first Samantha Fletcher, Ocado, shared her experience of developing a podcast tailored to deskless workers. With two drivers as hosts, this podcast has created a space for difficult questions whilst keeping a down-to-earth and humorous tone.</p>
<p>Attention then moved on to segmenting audiences, and an interesting consensus was found regarding the absence of communications for middle management, with channels focused specifically on senior leadership or the wider workforce. It became clear this was an issue cutting across all industries.</p>
<h2><strong>Is the future hybrid?</strong></h2>
<p>With <a href="https://www.thetimes.co.uk/article/back-to-the-office-or-else-jpmorgan-chase-tells-staff-qbccbnv9s">JP Morgan’s battle</a> to get people back in the office full time making front page news, it was unsurprising the future of hybrid came up as a main point of discussion. Expectations around how and where we work have changed. Paul Osgood, Clifford Chance, made the point eloquently that previously we had to go on-site to access machinery to do our jobs – that’s not true anymore and Covid was the first time we realised that! It’s hard to justify returning to the old model. Whilst some organisations are happy with a blended approach to meetings, others mentioned that their companies prefer people to either be all online or all in-person.</p>
<p>Flexibility appeared to be a major drawback for returning to the office with the idea of the classic ‘9 to 5’ feeling outdated. Since Covid, people have been more focused on prioritising a work-life balance that allows them to make time for hobbies or interests. Most agreed that if companies want to get people back into the office, they need to consider <em>why </em>and leverage a unique experience in the office without going overboard with bells and whistles. Internal communications are crucial for this shift.</p>
<p>In the case of Gen Z employees, some around the table raised concerns that they were missing out on learning through osmosis and exposure to people across the team and business. The point was raised that there is a responsibility to articulate these almost intangible benefits and be transparent with more junior team members about how they can get the most out of office time.</p>
<h2><strong>Visible and personal leadership</strong></h2>
<p>It wouldn’t be an Internal Comms breakfast without a discussion around authentic communications and visible leadership. Covid-19 opened the door for leaders to have a chance to be themselves, allowing their colleagues and employees to get to know them on a deeper level.</p>
<p>A major theme that came through was how IC teams need to empower and encourage leaders to find the communication style that suits them, tailoring communications to fit different personalities rather than trying to force fit them into a communication box. As someone stated, not everyone enjoys being in front of the camera, and just because they are leaders doesn’t mean the only way you can be visible is by being filmed.</p>
<p>De-mystifying the ‘ivory tower’ is a clear priority for some of our attendees particularly organisations with a majority frontline workforce. Lauren Boyle shared some inspiration of how GAIL’s Bakery has attempted to combat this perception by getting their leadership and corporate function to work a shift at a bakery, to understand the day-to-day reality and needs of their workforce.</p>
<h2><strong>A focus on digital real estate</strong></h2>
<p>The final course was served by Jazz Hanley, Workvivo. Jazz introduced the ‘digital workplace’, a concept that reimagines the workplace away from our outdated habits, pulling together the data, applications and collaborative tools that are the building blocks of our modern workplace. Despite recent workplace innovations, the idea of a ‘digital real estate’ for many remains a concept rather than a reality. Many agreed that connectivity throughout the workforce would improve if the same time and energy put into a physical workplace induction were invested in a digital workplace induction.</p>
<p><strong><em>Why not take a read of Jazz’s weekly newsletter </em><a href="https://www.linkedin.com/newsletters/6917147162837458944/"><em>“Building the digital workplace”</em></a><em> to learn more?</em></strong></p>
<p>Thank you to everyone who came and contributed to an insightful and engaging discussion, it’s always brilliant getting internal comms pros across industries together.</p>
<p>Like what you hear and want to be part of the conversation? <a href="http://lauren@106comms.com">Get in touch</a> to reserve your space for our next IC event in September!</p>


Talking all things IC and engagement

<p>Last Thursday we sat down for breakfast with the heads of careers and talent from some of the leading companies in the financial, legal, retail, recruitment and technology industries to share insights and experience. We were also joined by Cambridge student Stephen, and future 106 intern Koy, who brought a much-needed Gen Z voice to the discussion.</p>
<p>Jayne Cullen, 106’s early talent specialist, kicked things off with a presentation sharing the findings of graduate focus groups conducted by 106 in the last month. It sparked a brilliant discussion on the complexities of the application process.</p>
<p>A main, and by no means surprising, point of discussion was that of virtual vs face-to-face interviews and careers fairs. Employers pointed out that inadvertent absences are far more common with virtual meetings, as well as technical issues resulting in losing people mid-meeting. Individuals also have a habit of disengaging if they don’t think they are being focussed on, as one of our students said:</p>
<blockquote><p>“In person I’m more engaged, virtually I’m more distracted”</p></blockquote>
<p>Subsequently, the discussion turned to measures that can be taken to encourage engagement during virtual meetings. One suggestion was restricting the ability to turn the camera off, as “you feel like you have to concentrate if the camera is on your face”. Another was employing tools such as Webex which can calculate virtual attentiveness as it happens so that you can be aware of those who are disengaging and pull them back into the conversation by directing questions their way or asking for opinions.</p>
<p>When asked their preferred meeting style, the students agreed on preferring in-person because “it is more interactive, and you can tell a lot from body language and get a better sense of personality and company culture” but saw the positives of virtual events; especially when considering travel time and costs. A point to consider is that having to physically be at an event meant that our students were more selective when choosing which to attend.</p>
<p>Recruitment teams are finding themselves in a never-ending, Catch-22 situation when it comes to the mindset of Gen Z. Our discussion highlighted that whilst many graduates will know which industry they want to be in, they will often take the first job that they are offered in that industry with the intention of fitting the job around them once they have secured it; “once in the door it is easier to transition within the company”.</p>
<p>This is especially prevalent given the cost of living crisis, leaving graduates desperate for a source of income. This means that employers are now facing a constant change of roles and talent, and contending with the perceived issue that&#8230;</p>
<blockquote><p>“people with such a mindset don’t like being told where to start and which projects”</p></blockquote>
<p>The cost of living crisis is also affecting the initial application that individuals are willing to go through, with students equating time spent on applications with lost earnings.</p>
<p>Finally, it wouldn’t be a 2023 discussion about Gen Z without talking about AI. Is the use of ChatGPT during the application process a cause for concern, or simply a resource to be utilised?</p>
<p>We heard some surprisingly contrasting opinions on this trending subject. Whilst many at the table fretted about the honesty of applicants, one of our technology representatives pointed out that it is hard for them to disfavour the use of the tool because the company uses it daily. In fact, in this case, discreet use of ChatGPT may be considered an asset in an applicant.</p>
<p>Leaving the breakfast, it is safe to say our brains were buzzing (and stomachs satisfied!). The opportunity to bring together industry professionals across sector, to share thoughts and experience is invaluable, and we intend to keep it up!</p>
<p>Contact <a href="mailto:jess@106comms.com">jess@106comms.com</a> if you are interested in future events!</p>


Student
Marketing

No going back for student employers

Case studies

WORK AND PLAY

REAL DIFFERENCE

YOUR NHS

100% YOU

BE THE APPRENTICES

Services

DE&I

Social

Campaigns

Digital

Insight

Get ready for amazing virtual campus experiences

Event

Employability Roundtable

Recent Posts

FIVE STEPS TO A SHARED CULTURE

LOVE IT OR HATE IT… CHATGPT IS HERE TO STAY! SO WHAT DOES THIS MEAN FOR HE AND EMPLOYERS?

SIMPLYIC EVENT DOWNLOAD

WHAT’S ON THE MINDS OF EARLY CAREERS LEADERS IN LAW?

TALKING ALL THINGS IC AND ENGAGEMENT

SINKING OUR TEETH INTO STUDENT ENGAGEMENT: EARLY TALENT BREAKFAST DOWNLOAD

No going back for student employers

Case studies

WORK AND PLAY

REAL DIFFERENCE

YOUR NHS

100% YOU

BE THE APPRENTICES

Services

Insight

.css-1xu3tth{color:black;}.css-kqwcob{box-sizing:border-box;margin:0;min-width:0;color:#00c9ff;color:black;}.css-kqwcob:hover{color:#00c9ff;}Get ready for amazing virtual campus experiences

Event

Employability Roundtable

Recent Posts

FIVE STEPS TO A SHARED CULTURE

LOVE IT OR HATE IT… CHATGPT IS HERE TO STAY! SO WHAT DOES THIS MEAN FOR HE AND EMPLOYERS?

SIMPLYIC EVENT DOWNLOAD

WHAT’S ON THE MINDS OF EARLY CAREERS LEADERS IN LAW?

TALKING ALL THINGS IC AND ENGAGEMENT

SINKING OUR TEETH INTO STUDENT ENGAGEMENT: EARLY TALENT BREAKFAST DOWNLOAD

Get ready for amazing virtual campus experiences