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The question of  how to make corporate communication messages clear in a systematic, managed manner is currently being tackled in a new study by the Global Alliance and the University of St. Gallen.

Through case studies, literature reviews, best practices and a survey, the partners aim to shed some light on how organisations can move from complicated, overloaded and messy messages to communication that has a clear context, a logical structure, essential elements and creates resonance with audiences.

Communicators who fill out the 10 minute survey on ‘Clarity in Communication’ can participate in a free 45-minute webinar on how to communicate clearly or can get a copy of the final study.

If you would like to take part in the survey click here >



The Employee Engagement Report 2011, which explores global workplace attitudes, revealed that trust in executives has a stronger correlation to employee engagement than trust in immediate managers. Half of employees who trust senior leaders are engaged compared to 40% of those who trust their direct boss and 33% of the North American workforce overall.

These findings are consistent with pre-recession findings. Highlighting that trust in leadership is an important factor in achieving high levels of engagement.

It’s harder to build trust with people who you rarely see or have never met, explained Christopher Rice, CEO of BlessingWhite, the consultancy responsible for the survey. “Most immediate supervisors and managers can demonstrate trustworthiness in their daily actions and become known beyond their titles. Executives don’t have that luxury. The workforce scrutinizes what they do see and hear – and will draw the most unexpected, unfortunate conclusions if leaders do not communicate carefully.”

The authors of the report, urge business leaders to demonstrate consistency in words and actions, communicate often and with depth, and create a culture that drives results and engagement.

For more information, download a copy of the report >




Last year communicators across Europe, including GCN members, took part in a survey to discover how Social Media is affecting our daily work and the challenges and opportunities it presents.

1383 professionals from 30 countries participated in the survey,  jointly conducted by the European Association of Communication Directors and the University of St. Gallen.

And now the results are in, here is a summary:

  • Most communicators have some experience of working with Social Media as they are increasingly involved in tasks such as agenda setting, media monitoring or building stakeholder relationships.
  • A quarter of practitioners are very versed and engaged in Social Media.
  • While many practitioners find Social Media useful and relevant, it is often superiors who drive their use in the workplace.
  • Levels of engagement in Social Media reflect levels of confidence communicators have in using these new applications and platforms. With those with little engagement being the most skeptical. Those actively involved tend to be more satisfied with their jobs.
  • More than half of those surveyed showed signs that the pressure of adding Social Media to the communications mix is leading to overload and stress.
  • Most organizations lack relevant crisis and contingency plans.

The survey report concluded that learning to enjoy Social Media is a good coping strategy for the added stress it can bring and, with many organizations still experimenting with new media, now is a good time to take the leap and actively engage in the Social Web.

If you would like to know more, download the full survey results:
EACD Social Media Survey 2011.


As in this blog we have spoken a lot about Employee Engagement in the past, I found a new report from the Economist Intelligence Unit on the subject most enlightening. It clearly signposts a disconnect between the boardroom and the rest of the organisation when it comes to understanding and acting on engagement issues.

According to the report, more than 80% of top executives across Europe and the Middle East view disengagement as one of the three biggest threats to their business. Yet, during the survey, almost half of these executives (47%) admitted that they do not discuss staff engagement issues in the boardroom.

Perhaps even more worrying was the report’s finding that many senior executives appear to have a fundamentally flawed view of what – and who – influences the levels of engagement within their organisations. For example, just 13% of C-suite executives believe that line managers and middle managers are chiefly responsible for staff engagement – this despite the raft of evidence pointing to line managers as being the key to morale and productivity.

Perhaps the most enlightening statistic to emerge from the report is the fact that nearly half (47%) of the senior executives surveyed believe that they are personally responsible for generating the levels of employee engagement in their firm – a view that is shared by only 16% of senior directors outside the C-suite.

Paul Lewis from the EIU, who edited the report, said: “this research strongly suggests that many, though certainly not all, CEOs retain an unrealistic and over-optimistic view about their own impact when it comes to staff engagement.”

An important point to bear in mind when building a business case for engagement related campaigns.


Authors of a new report warn financial services communications professionals that they cannot rely on regulation alone to restore trust in the sector.

The ‘In Banks We Trust?’ report reveals how the UK financial services sector believes it needs to further re-build the confidence of the general public and evaluates the role of communications and the media in achieving this goal. To investigate the issue, 164 people in the sector were surveyed and a number of high profile financial sector professionals interviewed.

The results show 60% of respondents believe that regulation will not be enough to restore confidence and pride in the UK banking industry, demonstrating the need for financial institutions to take a proactive approach to turning around negative sentiment.

Despite a lack of certainty around the value of transparency, 58% feel that corporate communications is key to improving the reputation of the sector. Only 3% believe financial services companies have done a good job in communicating their dual responsibilities to shareholders and customers to date. The research also revealed that the majority of respondents (65%) feel the media plays an active role in fuelling and encouraging negative sentiment towards the sector.

If you would like more information or a copy of the report, you can send you request to:


The Geneva Communicators Network is a platform to exchange views, news and information for communication professionals working in the Geneva region, Switzerland. Currently the network has over 1000 members including professionals from the PR, communications, media and marketing fields, more info>>

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