This report examines this fast-moving environment, and explores how a diverse range of organisations are dealing with the age of social networking and user-generated content. It taps into the latest thinking from communication experts around the world and presents the views of some industry leaders. It poses the question: is internal communication now more about technology than psychology?

There’s no denying that with the onslaught of technology, the complexity of the internal communicator’s role has moved up many gears. What was a simple choice of channels a few years ago involving e-mail, newsletters, chief executive officer
(CEO ) talks and the like, has exploded into a smorgasbord of wikis, blogs, podcasts, tweets and social media profiles, to name but a few. With such a complex menu of tools, it’s hardly surprising the channels themselves have taken on a life of their own and opened up new connectivity across organisations.
The 2nd Edition of this report has brought together more Case Studies and looks closer at internal communication and social media.

Contents of the 2nd Edition

Part One: Addressing the challenges of internal communication in modern organisations
Chapter 1: Internal communication in the age of social media
Chapter 2: The impact of new media tools on internal communication
Chapter 3: Remembering the personal touch – Face-to-face communication
Chapter 4: Building and maintaining trust in the workplace
Chapter 5: Communication at times of crisis and change
Case study: Tata Steel
Chapter 6: Horses for courses – Tailoring internal communication to workers from different generations

Part Two: Expert interviews
Chapter 7: Rodney Gray – To blog or not to blog?
Chapter 8: Ross Monaghan – Internal communicators become techno geeks
Chapter 9: Angela Scaffidi – A great time for the internal communication profession
Chapter 10: David Sawicki – The intention needs to be right before any tools will be effective
Case study: Bringing the vision to life at David Jones
Case study: New South Wales Department of Energy, Utilities and Sustainability
Chapter 11: Jennifer Frahm – Don’t just tell them what’s changing, tell them what’s staying the same!
Chapter 12: Nita Cherry – Communication and leadership

Part Three: Case studies
Case study 1: IBM UK – Using social media for internal communication and workplace collaboration
Case study 2: National Library of Australia – Implementing wikis to increase engagement
Case study 3: Environmental Resources Management – Engaging the workforce through multiple channels
Case study 4: Vodafone NZ – Refreshing the intranet as the primary communication channel
Case study 5: BDO – Engaging the workforce in an intranet community redesign
Case study 6: Leighton Contractors – Engaging a dispersed and hard-to reach workforce