ROLLING MEADOWS, Ill.,
Feb. 16, 2022 /PRNewswire/
-- The COVID-19 pandemic introduced significant uncertainty
into the workplace and forced employers around the world into
highly reactive short-term communication strategies to deal with
the frequently changing circumstances impacting their people and
workplace. As we enter 2022 and things begin to settle down, the
three key priorities for the 1,300 employers surveyed by the
Benefits & Human Resources Consulting operation of Gallagher
for its 2021/2022 State of the Sector report are: the
need to re-engage their teams around purpose, strategy and values
(53%); the need to adapt communication channels to engage the
workforce better as they move to newly implemented models of hybrid
working (39%); and the need to enhance people manager
communications (31%).
Leveraging the Hybrid Effect
Despite many attempts to
"return to the office," people's expectations and attitudes
regarding work have changed forever. All the talk about hybrid
working shows that organizations are very aware that they can't go
back, with 39% of respondents stating that adapting their channels
to hybrid working will be a priority in 2022.
One in five (19%) internal communication teams of the surveyed
companies have completed an in-depth review of their channel and
employee engagement strategy, and around one third (34%) have
reviews currently underway. However, there haven't been significant
shifts in channel use to date, although there are some expected
changes in 2022. For example, 31% use mobile apps (up from 24% in
the previous year), whereas 44% use posters, banners and
noticeboards (down from 63% in the previous year).
"Organizations that reported above-industry levels of talent
attraction and retention were more likely to have taken proactive
steps toward such a review, suggesting that adjusting to the new
world of work faster is paying off," says Ben Reynolds, Global Managing Director, Employee
Communication Practice, Gallagher. "However, this isn't really
about communication anymore, it's about reinventing the way people
share knowledge and information, rethinking how collaboration and
innovation can thrive in an increasingly digital workplace, and
reconsidering how best to make two-way communications happen in an
engaging way."
Investing in the Employee Experience
In an unprecedented move, respondents saw employee disengagement as
the biggest barrier to internal communication success, with nearly
4 in 10 citing it as a major challenge (37%). So, as mental health
suffered en masse, it wasn't surprising that these circumstances
led to a career rethink for many, fueling the Great Resignation.
Talent retention and attraction has therefore become a much more
pressing issue this year, and it's encouraging to see that 59% of
respondents are reporting that executives now see the employee
experience and internal communication as a way to retain
talent.
"Organizations that are investing in their employee experience
are doing so by turning it into actionable and measurable plans,
incorporating the key components that resonate with employees, the
top three being: 'Purpose, culture and vision' (58%); 'Learning and
development' (56%); and 'Wellbeing (mental, physical, financial)
(55%). The latter has become increasingly important in the last
year," says Reynolds.
"However, despite some organizations taking on the challenge of
the employee experience, and an impressive 73% of organizations
discussing it at C-suite level, the reality of the situation
doesn't quite measure up. Sadly only 31% say that there is a clear
mandate from the top to drive change, with a mere 19% of
organizations having implemented cross-departmental task forces to
make it happen."
Empowering people managers
As a result of the move to hybrid working, expectations of people
managers have evolved and increased significantly, with 81% of
respondents reporting an increase in the expectations of their
people managers as communicators. More than half (54%) expect
people managers to reinforce key messages. Despite the rise in
digital channels that should have made it much easier to better
target employees effectively, people managers remain the primary
communication channel for most employees -- among a third of
respondents (35%); with this number rising to 45% in organizations
where more than half of the workers are deskless.
People managers are clearly a powerful engagement channel, but
with only a third of respondents (34%) offering tailored
communication training and two-thirds (68%) equipping them with
corporate messages, it's clear that support for people managers is
low. When combined with a reduction in face-to-face time with this
group (60%, down from 66% in the previous year) and regular
conference calls (49%, down from 57% in the previous year), it's
clear there is a disconnect between increasing expectations and
capabilities that needs to be addressed.
It's also very clear that the expectations for people managers
have increased materially in the last year, but support has not
kept pace. Therefore, it's no surprise that for the first time
since Gallagher started compiling this survey eight years ago, the
need to enhance and equip people managers with better communication
skills is now a top-three priority (31%).
The road ahead
"There is much to be done. Employers
need to see a rise in purpose-led organizations," says Reynolds.
"COVID brought many new challenges to employers, with the most
significant in 2022 being adapting to new ways of working (56%) and
introducing cultural change (39%). On top of this, the need to
re-engage employees and attract and retain talent requires a
fundamental shift in the narrative, a much needed one, to include
societal themes such as diversity and inclusion, gender equality
and ESG. So, there is much to be done, but we remain optimistic. We
hope that the 2021/2022 State of the Sector report provides
insight into trends, best practices, and ways organizations are
globally dealing with these challenges. This will allow employers
to set a standard and lead by example."
ABOUT STATE OF THE SECTOR
Gallagher's 2021/2022 State
of the Sector report is based on data collected from more than
1,300 organizations across the world from October to November
2021. Organizations of all sizes and more than 33 industries
participated. The report highlights Gallagher's consulting
approach, which centers on the full spectrum of organizational
wellbeing by strategically investing in an organization's employee
health, talent, financial security and career growth potential. We
develop benefit and HR programs at the right cost structures to
deliver a better employee experience and support a
multigenerational workforce. Gallagher Better WorksSM, a
comprehensive approach to benefits, reward, retirement, employee
communication and workplace culture, aligns an organization's human
capital strategy with its overall business goals. The report can be
found here.
ABOUT GALLAGHER
Arthur J.
Gallagher & Co. (NYSE: AJG), a global insurance
brokerage, risk management and consulting services firm, is
headquartered in Rolling Meadows,
Illinois. The company has operations in 68 countries and
offers client service capabilities in more than 150 countries
around the world through a network of correspondent brokers and
consultants.
Contact:
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Mary Schwartz,
Gallagher
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847.378.5893
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mary_schwartz@ajg.com
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