The communication game

‘Communication departments are often viewed critically within their own companies and need to sharpen their profile…’ concludes a new study which reveals what top execs, middle managers and workers really think about corporate comms.

In the face of an ever-tougher economic climate the report pulls no punches and suggests communication departments must rethink their operational approach to future-proof both themselves and the profession. 

By surveying more than 1,000 people working across multiple industries in Germany - in roles ranging from non-leadership through to C-suite managers, the report reveals the extent of the challenges faced by communicators in the digital age. For instance:

• Only 50% of top management and 36% of middle management are convinced that corporate communication helps them fulfil their tasks

• Almost one in two managers doubts that the resources and budgets for the communication department in their own company are justified 

• Many of all respondents demand that communication departments better explain what they do and how they add value

Perception of the profession is at a low and the project states that communication leaders and their teams face an almost paradoxical situation – on the one hand, corporate communications is becoming increasingly important for business success in times of digitalisation and geopolitical conflict. On the other, the appreciation and available resources for those in charge rarely increase; often shrinking in fact. 

The Perceptions and Positioning of Communication Departments research project was conducted by a research team at the Chair of Strategic Communication at Leipzig University, Germany, under the direction of Professor Ansgar Zerfass and Jana Brockhaus, supported by the Academic Society for Management & Communication, Europe’s leading think tank for corporate communications.

Its data suggests internal communication leaders must rethink and reposition themselves to better showcase their strategy and how it helps both workforces and businesses succeed. Without this, they risk being overlooked or potentially cut during budget discussions or organisational changes.

“Communicators need a compelling mission and a consistent narrative for their work,” says Professor Zerfass. “Only those who are in demand and accepted can contribute with their expertise to corporate success. There is still significant potential, particularly in the relationships to middle management, who will be the top decision-makers of tomorrow.”

Much of the international research over the past decade consistently shows communication departments are primarily perceived as content producers, which may explain the lack of appreciation, influence and budget. However, post-Covid, many businesses are operating with increased numbers of remote workers, meaning clear and consistent internal communication is needed more than ever. 

“The importance of internal comms has increased, as home office working and a flexible approach to in-office time has weakened ties within not just teams but between employees and their organisation," says Professor Zerfass. “More effort is needed to build team spirit and keep good people on board. However, times are already changing, the new challenge is the economic crisis across Europe which means that it’s become harder to change jobs. Hard facts like job security and business longevity might become more relevant to the workforce than soft aspects soon - but those attributes need to be communicated as well."

The detailed report shows that whilst many C-suite managers are happy with their corporate comms activity, two thirds of middle managers (ie, the C-suite hires of the future) fail to see how corporate communications impact their ability to achieve their own goals or for the company to succeed. 

The study also revealed: 

• Only the most senior managers rate the standing and performance of their communication departments highly. 

87% of senior managers are satisfied with the corporate communication activities of their organisation, these ratings drop among middle managers and employees, with only 60% and 51% expressing satisfaction with the communication work. 

Similarly, when comparing against competitors: only top management believe their corporate communication surpasses that of the competition. 

• Many aren’t familiar with the tasks and objectives of their communication department. 

Communicators are mainly recognised for their operational duties, such as creating content, running campaigns, organising events, monitoring public opinion, and overseeing language rules or design guidelines. Among the strategically relevant tasks, reputation and brand management are mentioned most frequently, but, just 60% of top managers see this as the responsibility of the communication department. Among middle managers only 58% are aware of the comms department’s tasks. 

• Communicators do not sufficiently support managers and employees in achieving their goals. 

Respondents were also critical of the human and financial resources allocated to communications; this helps to explain why communication departments often struggle to secure necessary resources despite the growing importance of corporate communications in times of crisis.

• Only one in two regard the communication department as competent. 

This may explain why communicators aren’t consulted on important business issues: only 50% of top managers seek advice from the communication department on strategic decisions. 

Two-thirds acknowledge that communicators support or coach them in their communication efforts. This discrepancy raises questions about whether communication professionals are truly seen as consultants and coaches.

• Increased interaction with the communication department leads to better ratings. 

The study revealed frequent interaction with the communication department and improved understanding of its responsibilities, roles, and goals, which led to higher ratings of the department’s reputation, influence and capabilities. A lack of awareness about the communication department's work negatively impacts its reputation and standing within the company.

The study concluded that communication managers should strategically promote their work and successes within the company - for instance, by explaining their profile holistically when working on projects with other departments, in management training, and in on-boarding processes.

Professor Zerfass adds: “One of the chief communication officers interviewed in the qualitative part of the study said, ‘... if you're not sitting at the table, you're on the menu…’ This succinctly captures the importance of communication professionals actively participating in strategic discussions and demonstrating their value within an organisation. This research did find that communication professionals are generally held in high regard. However, they are primarily valued for their operational tasks rather than their strategic contributions.’

This needs to be addressed in order to promote the profession and embed it firmly into corporate strategy and financial goal setting, key to which is building trust, demonstrating strategic value and ensuring better, more visible alignment with top management across all levels of the organisation.

Let's get visible

Strategic thinking around repositioning of the role of internal communicators can improve perceptions

Rethink
How is the department perceived and how do you want it to be perceived?

Identify other internal departments who have achieved high visibility, trust, inclusion and perceived high value to the success of the business; what can you learn from them?

Review
Revisit your communication business model: what are the goals and mandates? Are these still relevant and strongly connected to the goals of the overarching business and its business leaders? 

Be prepared to develop and adapt this to enhance the department’s standing, and for this to be more visible. 

Reposition
Look again at where you want to be positioned in the business and work out a strategy to help you achieve that goal. 

Improve the perceptions of the department’s performance through expectation management, impression management and internal word of mouth. Optimise the department’s capabilities through aligned communication, values and competence management. 

Rebuild 
Enhance the department’s network through building strong relationships with internal ambassadors and leverage power sources. 

Download the report: Perceptions and Positioning of Communications Departments