When you’re part of an industry such as hospitality that’s been hit incredibly hard by COVID-19, it can be tough to motivate a dispersed workforce when they are naturally worried about what the future holds — and finding the right platform to unite your team is essential when it comes to landing those inevitable difficult messages. …


When you have a 65,000-strong workforce to steer through a crisis the magnitude of which has never been felt before, making sure your people feel informed and supported is no mean feat.

That was the challenge that COVID-19 presented to Lloyds Banking Group back in March this year — and the internal communication team was primed and ready to step up and do what they do best: help colleagues understand what the business they work for hoped to achieve, and the role they had to play in it.

As Head of Internal Communications Jody Lewis explains, the organisation was very clear on its strategy from the outset:

“The company approach was very much centered around ‘this is a situation…


As always, this year’s report has highlighted some good and some not so good.

On the bright side, we’re seeing evidence of increasing trust in internal communicators, as a financial investment into IC is increasingly being funnelled into skilled specialists to build the function. These specialists are also extremely positive when describing leadership’s perceptions of them: the vast majority believe they are viewed as trusted advisors by executives.

Communicators are slower to assume good things when asked how employees receive the communications they produce and distribute — but when we overlay State of the Sector data with that from our…


Grant Springford is the news, stories and campaigns lead at the DfT, a ministerial department that works with 24 agencies and public bodies — such as the British Transport Police Authority, the Civil Aviation Authority and Network Rail — to support the transport infrastructure and keep the UK on the move.

The DfT consists of around 3,000 employees in the central department — and this includes remote workers.

Grant joined the Department around three years ago with a specific remit to lead its Be Yourself diversity and inclusion campaign. …


Bought yourself a designer face-covering yet? Booked a two-hour time slot at your local for some antisocial socializing? Planned a ‘quick’ trip to the corner shop for a pint of milk with military precision while allowing at least 30 minutes for shuffling through the one-way system past the questionable ‘meat’ products?

It’s a funny old time at the minute, isn’t it? Heck, it’s even got its own brand with a Marmite moniker — gotta love that ‘new normal’; or hate it…

Nothing’s as it was. We’re all feeling it and reacting to it differently. One day we’re loving cooking another


Leading responsibly, with empathy and integrity, is always essential, but especially during crises. We find ourselves in unfamiliar and unprecedented territory, as COVID-19 has radically changed the way we live, work and interact with others. Against a backdrop of health concerns, anxiety for what the future will bring, job losses and concerns over business continuity, never before have leaders been put under such pressure and scrutiny. As such, the actions and words of leaders are more important now than ever — a moment in time that will remain in the minds of employees long after this crisis is averted.

More…


Health and wellbeing have become a major focus for organisations in recent years as they begin to understand the impact of stress, both physical and psychological, on productivity and staff turnover. They have found ways to encourage sleep, exercise and healthy eating, for example, and internal communicators should be key to supporting these initiatives.

These ways to treat the impact of stress on wellbeing in the workplace do not, however, address the underlying cause — the work itself. In recent months, a number of experts have made the case for introducing better working practices to improve wellbeing and bring benefits…

internalcommunications

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