Most chief executives perceive ‘internal communication’ to be critical to their success. They know they have to be active, visible and authentic communicators of the corporate story, able to set the tone and equally able to respond quickly and credibly to external events and crises. An effective internal comms team should therefore enhance the vision set out by the CEO and help to engage employees. Yet, too often, the function itself lacks influence and authority.
In this article, specialist communications headhunter, Nick Helsby of Watson Helsby, outlines why he believes it’s time for a rethink about the ownership, prospects and purpose of internal comms. The article is supported by comments from Andrew Powell and Geoff Wilmot.
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