Can internal communicators revive flagging confidence in leadership?

After Edelman’s Trust Barometer which highlights belief in ‘a person like me’, here is another study from Career Builder which talks of low engagement with the C-Leadership.

While this study was conducted in the US, it may work for India and other geographies as well.

My view is that lack of visibility and access created the perception of ‘disconnection’ with the senior execs.


Now that will continue to be a worry considering the geographic spread, cultural barriers and the attention span of next generation employees who work within organizations.


I see opportunities for internal communicators to bridge the gap and increase engagement for leaders with their employees. By ‘humanizing’ the leader, showcasing the ‘real’ person and allowing personal interactions.


Work-life balance and communicating the message

The recent IDC-DQ Best Employers in IT Survey 2008 provides a few interesting findings which are relevant for internal communicators in India to understand and build into their practice.

Work-life balance ranked among the top 5 reasons for people to switch jobs – this aspect is eye-opening since it shows that the Indian knowledge worker is maturing, employees expect ‘respect’ for their time and life rather than looking at elements like salary and appriasals.

Two parameters which I felt the survey did well to include and essential for building an employer brand – ‘how outsiders consider it a dream company’ and ‘internal employees consider it the most preferred employer’.

What does it mean for internal communicators?

There is a need to include messages which highlight essentials of work-life and the organization’s practices within communication.

Thinking of ways in which messages on the organization are shared with the external world – a grey area since a lot of organizations do not link internal communication with their public relations effort.

Link to article:

Internal Communication and Occupational Commitment

Most organizations still consider organizational commitment as a key measure of loyalty, job satisfaction and intent to stay. Consistent internal communication has a direct impact on how employees perceive commitment.



A  study ‘Differences in Occupational Commitment among scientists in Indian Defence, Academic, and Commercial R&D organizations’, Vikalpa, October-December 2007 goes one level deeper and suggests a potential opportunity to understand occupational commitment (satisfaction with their immediate role and job) which has a lasting impression on how employees view their employers.

Occupational commitment is defined as a psychological link between an individual and his occupation that is based on an affective reaction to that occupation – on similar lines as organizational commitment is viewed.


Though the study is conducted on defence personnel in R&D organizations, it can apply to other domains as well.


 The differences in personal characteristics of R&D scientists across three types of R&D organizations, namely government commercial, government defense and government academic were studied.


The aims included understanding how occupational commitment differ with the different types of R&D organizations, the influence of age, occupational tenure, job satisfaction and occupational commitment on the 5 factor model of personality.



Through empirical studies on 126 R&D professionals and using scales of job satisfaction, occupational commitment and Neo Five Factor Personality, the findings throw light on why in the new information age occupational commitment can provide insight into intentions to stay or leave as compared to organizational commitment.


The findings show that occupational commitment of scientists differs in the R&D organizations measured. Job satisfaction is the highest among defense professionals.


Affective commitment is shown to have a positive relation with most of the respondents namely in the presence of conscientiousness, agreeableness and neuroticism.


I believe internal communicators need to note this trend and align their strategies accordingly.


Mathew, Mary., Chadha, N.K and Goswami, Sanghamitra (2007), Differences in Occupational Commitment among scientists in Indian Defence, Academic, and Commercial R&D organizations, Vikalpa, October-December 2007, Vol 32, No. 4, pages 13-27