New Frontiers in Employee Communications, Edelman 2006

New Frontiers in
Employee Communications
2006
Third annual examination of internal communications channels
By Edelman Change and Employee Engagement in partnership with PeopleMetrics

ABOUT EDELMAN CHANGE AND EMPLOYEE ENGAGEMENT
Edelman Change and Employee Engagement is the organizational communications consulting

practice of Edelman. The mission of Edelman Change and Employee Engagement is to advise
and support organizations on strengthening their ability to implement corporate strategy and
initiatives. We help organizations establish stronger management and employee relationships
that condition organizational behavior to build brands, improve performance and achieve
business goals.
We deliver value by providing clarity and setting expectations between organizations and their
constituents. This, in turn, positively conditions attitude and behavior that promotes
constituent satisfaction – a key driver for business success. In sum, we aim to provide better
business results for our clients – results defined against business objectives.
Our approach takes a holistic view of employee engagement and communications. We believe
that alignment and consistency across the entire employee experience is critical in achieving
behavior change. Depending on client needs, our programs may focus on one or more of the
six areas that drive employee engagement:
• Communication and information flow

• Leadership
• Involvement and opportunity
• Recognition
• Compensation and benefits
• Work environment
ABOUT PEOPLEMETRICS
PeopleMetrics is a leading U.S.-based research and consulting firm that helps companies
understand and manage their two most important assets – employees and customers. We
provide dozens of Fortune 1000 companies with Employee Engagement, Customer
Engagement, and Strategic Market Research services.
In particular, PeopleMetrics is a thought-leader in helping companies engage their employees

and customers. Our tested people engagement model includes both functional and emotional
components, while our benchmark databases provide robust competitive norms in a variety of
industries. In addition, PeopleMetrics has extensive experience linking employee and
customer engagement to business outcomes and profitability.
New Frontiers in Employee Communications 2

Table of Contents
INTRODUCTION 4
EXECUTIVE SUMMARY 5
AWARENESS OF NEW MEDIA TECHNOLOGIES 7
• AWARENESS DOES NOT EQUAL USAGE 8
USE OF EMPLOYEE COMUNICATIONS CHANNELS 9
• SHARING WITH A CLICK OF A MOUSE 9
• CORPORATE BLOGS 11
• PODCAST USE 11
• WIKI USE 11
• MAXIMIZING THE INTRANET 12
• FAVORING THE FIREWALL 13
A BANNER YEAR FOR CEO BLOGGERS 14
EFFECTIVENESS OF COMMUNICATIONS CHANNELS 15
• PRINT VERSUS ELECTRONIC 16
• NEW MEDIA EFFECTIVENESS 17
• DIFFERENT CHANNELS FOR DIFFERENT GOALS 17
FACING THE REALITIES OF MODERN COMMUNICATIONS 22
• TRACKING EMPLOYEE BLOGGING 22
• OBSTACLES TO ONLINE TOOLS – DEBUNKING THE MYTHS 23
• CREATING A CULTURE OF COMMUNICATION 25
ACCESS TO ELECTRONIC COMMUNICATIONS 27
• RECOGNIZING THE DIGITAL DIVIDE 27
• ACCOMMODATING THE 24-HOUR WORK CYCLE 27
WHAT THIS MEANS FOR YOUR ORGANIZATION 29
METHODOLOGY 30
VALIDITY 30
ENDNOTES 31
CONTACTS 32

INTRODUCTION
Two years ago we began examining the use and effectiveness of the various communications
channels organizations used to communicate with employees. Our goal was to provide a
benchmark for organizations to evaluate the tools they have implemented and identify best
practices in the industry. The study also aimed to explore the adoption of emerging new media
technologies inside of organizations and investigate the potential these tools hold for corporate
communicators.
A lot has changed since we published the first “New Frontiers in Employee Communications”
study in 2004:
• The number of blogs globally has doubled more than three times, growing from roughly 6
million to more than 57 million.1
• The number of podcasts hosted on the Internet has surpassed the number of radio stations
worldwide.2
• Wikipedia, a public Internet-based encyclopedia launched in 2001 that allows users to

create and edit content, moved from 1 million entries in 105 languages to more than 5 million
articles in 250 languages today. The English version alone has more than 1.4 million entries,
more than 10 times that of the Encyclopedia Britannica.3
The use of new media continues to expand at an exponential rate among the public, but the
potential these mediums hold for organizations remains unclear. Are organizations adopting
new media technologies? If so, for what purpose? Are these new channels an effective way to
communicate to employees? And if they are, are they superior to more traditional methods?
The data above on adoption of new media only tells part of the story. We recognize that
corporate communicators are in search of answers to more meaningful questions as well:
Does this represent a paradigm shift in communications, or are these tools simply for the
tech-savvy? Will these new channels facilitate a more open exchange of ideas, or invite
abuse? What forms of communication will the next generation of workers expect?
This report not only investigates how organizations are currently using new media technologies,
but also points to implications for the future of employee communications and what corporate
communicators need to consider to effectively reach and influence workers. Our examination
of employee communications at industry-leading organizations reveals three things:
• Despite increased awareness of new media technologies, companies are hesitant to adopt
them for internal communications.
• Organizations should consider a mix of channels depending on their communications goals.
• Communicators misunderstand the obstacles to implementation of new media technologies

in organizations.

EXECUTIVE SUMMARY
This year’s study focused solely on industry-leading organizations. Communicators from 75

Fortune 500 companies and dozens of global organizations participated in the survey (see
Methodology p. 30). Among the key findings:
Awareness of new media technologies
• Nearly all respondents reported knowledge of blogs (Web logs), a significant increase
compared to the original 2004 study.
• Awareness of podcasting is high, with more than three-fourths of corporate communicators

citing understanding of the technology.
• Fewer than half of study participants knew what a wiki is.
• Fewer corporate communicators read blogs than adult American Internet users as a whole,
and the number of respondents who have posted to a blog did not increase this year.
Use of employee communications channels
• For the third year in a row, e-mail was listed as the most frequently used communications
vehicle within companies.
• More than three-fourths of organizations use some online tool to share information and
promote best practices, with intranets being the most commonly used channel.
• Nearly one-third of respondents report their organizations host, author or support a blog.
• More than one-third of corporate communicators report their organizations use podcasts.
• Slightly more than 10 percent of leading organizations report the use of wikis.
• Nearly all organizations use an intranet and nearly three-fourths use portal technology.
• Leading organizations are more inclined to use new media channels to communicate with
internal audiences as opposed to external stakeholders.
Effectiveness of communications channels
• For the third year in a row, in-person communications was rated as the most effective
channel to communicate to employees.
• Among organizations that use multiple new media channels, wikis are viewed as the most
effective.
• Blogs are considered a useful tool to impact culture change and identify employee issues
within organizations.

• Respondents rate podcasts as a useful tool for employee training.
• Wikis are seen as a useful tool for collaboration and knowledge management.
Facing the realities of modern communications
• Only 13 percent of respondents said their company monitors employees’ blogging activities,
and nearly two-thirds of corporate communicators are not sure if their organizations monitor
employee blog use.
• Organizations that have a blog (internal or external) are more likely to have a policy
regarding employee blogging, less likely to have a policy that prohibits employees from
posting on external chat rooms and message boards, less likely to prohibit the use of instant
messaging from their computers and less likely to block access to the Internet than
companies that do not have a blog.
Access to electronic communications
• At nearly one-third of industry-leading organizations, fewer than half of employees have

access to a computer at work.

AWARENESS OF NEW MEDIA TECHNOLOGIES
Blogs gained mainstream prominence during the political events of 2003 and 2004, but it took
a while for the technology to fully enter the consciousness of corporate communicators. This
year, all but one of 119 respondents reported knowledge of blogs. Awareness of podcasts was
also very high, with 86 percent of individuals noting they knew of the technology. However,
fewer than half of respondents (48 percent) said they understood what a wiki is.
Do you know what a blog (Web log) is?

100
80
Percentage
99% 1% 83% 17% 59% 41%

60
40
20
0
Yes No Yes No Yes No
2006 2005 2004
Do you know what a podcast is?
100
80
Percentage
60
40
86% 14%
20
0
Yes No
Do you know what a wiki is?

80
70
60
Percentage
50
40
30
20
48% 52% 39% 61%
10
0
Yes No Yes No
2006 2005

What is a wiki?
According to Webster’s New Millennium Dictionary a wiki is “a collaborative Web site set up to allow user editing and
adding of content.” This means that any visitor to the page who is granted permission to contribute can alter the
material that appears on the site. This is different than a standard corporate Web site where visitors cannot add
content, or a blog or message board where visitors can merely add comments. The word wiki is short for wiki-wiki,
which means fast in Hawaiian. The first wiki (WikiWikiWeb) was launched in 1995 by computer programmer Ward
Cunningham.
Wikis are particularly useful for creating libraries of information or developing communications that will evolve.
Perhaps the most famous use of wikis is Wikipedia, an online encyclopedia launched in 2001. As of October 2006,
Wikipedia had more than 1.4 million entries in English and more than 2 million entries in French, Italian, German,
Japanese, Portuguese, Spanish, Dutch, Polish and Swedish.
By allowing multiple users to contribute to a central source, organizations are able to leverage their collective
intelligence. A key benefit of wiki technology is that it does not require users to know HTML in order to edit page
content. In fact, many recent wikis use a What-You-See-Is-What-You-Get (WYSIWYG) editing format that makes
contributions even more intuitive for users. Open-source wiki software is available for organizations to implement
behind firewalls, or wikis can be hosted by commercial providers with a variety of security options.
Due to the open nature of wikis, they are often viewed as vulnerable to vandalism and misinformation campaigns.
However, when used inside an organization, identity controls and monitoring can prevent most abuse.
Awareness does not equal usage
The recognition of new media channels does not necessarily translate into first-hand
familiarity. Fewer than one-third (29 percent) of corporate communicators report reading a
blog regularly; the same number say they have posted to a blog. The number of respondents
reading blogs has increased slightly over last year, but is fewer than the number of adult
American Internet users who view them (39 percent).4 The number of corporate
communicators who posted to a blog remained the same as in 2005.
Do you read a particular blog regularly?

100
80
Percentage
60
40
20
29% 71% 19% 81%
0
Yes No Yes No
2006 2005

Have you ever posted to a blog?
80
70
60
Percentage
50
40
30
20
10 29% 71% 29% 71%
0
Yes No Yes No
2006 2005
USE OF EMPLOYEE COMMUNICATIONS CHANNELS
For the third consecutive year, respondents listed e-mail as the most frequently used form of
communication in organizations, followed by the company intranet and in-person exchanges.
New media channels (blogs, podcasts, etc.) were rarely mentioned as commonly used forms
of sharing information.
What channel does your organization use most

frequently to communicate to employees?
1% 1% 2% E-mail
1% 2%
12% Intranet
In-person
Print
53% Podcast
Telephone
28%
Blog
Other
Wikis, instant messaging (IM), message boards,

forums and chat rooms received 0%
Sharing with a click of a mouse

One of the greatest challenges among industry-leading organizations, many of which are
decentralized or operate globally, is how to share best practices across the company. Data
reveals that a clear majority of organizations favor using an electronic tool to share information
with and among employees. The most commonly reported medium was a company intranet,
with more than three-fourths of respondents leveraging a central, internal online page or
portal.

Does your organization use an online tool to
share information and promote best practices?
15% Yes
No
85%
- Twelve companies, more than 10 percent of respondents, use Microsoft SharePoint

(software that provides intranet and Web portal capabilities) to facilitate collaborative
communications.
- Only seven companies, fewer than 10 percent of respondents, use a custom tool to share
information. This suggests that the majority of companies use off-the-shelf solutions, or
work with vendors to implement offerings, instead of investing significant time and
resources in personalized products. This data also suggests that the technology already
exists to meet the majority of corporate communications needs. Current tools can be
formatted to reflect existing organizational brand presentation.
What type of online tool does your organization use to

share information and promote best practices?
78
80
70
60
50
Tools
40
12
30 SharePoint
20 8 11
7 7 7
10 1 3 4 5
0
Radio Podcast Wiki Blog Custom Newsletter Forums Webcast/ E-mail Intranet/
Tool Online Portal
Meeting
Number of companies reporting use

*Note: The number reported in Corporate blogs
this study for blog use by
companies is higher than the Nearly one-third (32 percent) of respondents reported that their organizations host, support or
numbers found in research by author a blog, up significantly from a year ago (See sidebar).* Communicators are recognizing
other organizations and
individuals. Several reasons blogs as an opportunity to build deeper relationships with stakeholders. “When we first started
may account for this going to senior leadership, we positioned the blog as an extension of our brand, and at
discrepancy. Our study looked
at overall use of blogs,
Southwest our brand is our people,” says Angela Vargo, senior specialist of business
regardless of whether they are development at Southwest Airlines and co-creator of the company’s external blog Nuts About
public or private (our data
Southwest. “This is a forum for our best and major asset, our people, to communicate directly
supports the finding that a
number of companies operate to the public. A blog is very much supposed to be an extension of a company: whatever they
internal-only blogs), while
think, they believe, their mission. That was the selling point.”
some previous work looks only
at external-facing material. In
addition, the assumption can
Does your organization author,
be made that given the size host or support any blogs?
and resources of industry-
leading organizations, they may
be more likely to have
100
implemented blogs in some
80
manner (such as among
Percentage
engineering, information
60
technology or communications
teams). Some studies have
40
32% 68% 13% 87%
looked at a broader range of
corporate blog usage, including
20
smaller, non-Fortune 500 and
non-global companies.
0
However, we also recognize Yes No Yes No
that these numbers may be 2005
2006
somewhat inflated due to the
small sample size and the
possibility that companies with
active new media programs Podcast use Does your organization use podcasts?
may have been more likely to
participate in the study. While blogs have existed for several Yes
years, podcasting is a relatively recent

35% No
addition to the new media mix, with
Podcasting vs streaming audio
The fundamental differences the term not appearing until early 2004.5
between a podcast and However, communicators have been
streaming audio are the ability to
download podcasts and load quick to adopt podcasting, with more
them onto a portable media than a third of organizations reporting
player and the option to 65%
subscribe to a feed and
podcast use.
automatically receive new
podcasts from a particular
source. However, the majority of Does your organization use
podcast listeners never transfer Wiki use
wiki technology?
the audio to a portable player,
preferring to listen on their
The least known of the new media
11% Yes
computer. While podcasts allow offerings, wikis are quickly gaining
users to control when and where
interest among internal communicators, No
they listen to audio, organizations
can reap many of the same with slightly more than one-in-ten
benefits of the medium – more
(11 percent) of leading organizations
engaging and dynamic content
delivered by a human voice – reporting use of the channel. 89%
with streaming audio or static
MP3 files.

Wikis are particularly useful for communications efforts that evolve and benefit from input from
a diverse network of stakeholders. The Central Intelligence Agency is currently leading an
effort to use wikis as a way to gather information from analysts at 16 different government
agencies. The project, named Intellipedia, makes information from subject-matter experts
scattered across the globe available in a central and searchable online space. Another
differentiator for wikis is that they document revisions, allowing users to see when changes
occur and compare alternate versions.
Maximizing the intranet
Perhaps no internal communications tool is more versatile than the intranet, due to its ability to
serve as a portal, displaying and providing access to a variety of different channels. While use
of intranets is nearly universal among leading organizations (99 percent report usage), and
portal technology is commonplace (72 percent), few companies seem to take full advantage of
these sites by integrating communications channels and interactive features. Only slightly
more than a third (34 percent) of companies reported using a message board, group or forum
on the intranet, and nearly one in five companies (18 percent) are not able to stream video.
Does your organization Does your organization use

operate an intranet? portal technology?
1%
Yes 14% Yes
No No
14% I'm not sure
99%
72%
Does your organization’s intranet contain Can your organization’s intranet

message boards, groups or forums? stream video?
4%
Yes Yes
18%
No No
34%
I'm not sure
66%
78%

Favoring the firewall
Internal use of new media avoids several risks associated with opening communications
channels to external involvement. Inside of organizations, communicators can moderate,
facilitate and track conversations to ensure that employee participation is contributing to
organizational goals and complies with appropriate standards of behavior.
Communicators have recognized internal implementation as a way to test the usefulness of

new media technologies without facing the risks and uncertainty of the external marketplace.
Nearly one-third (32 percent) of organization blogs are aimed exclusively at internal audiences,
and 19 percent are focused solely on external stakeholders. Perhaps a more significant
indicator of the hesitancy to take a corporate blog public is that more than one-third (37
percent) of respondents said they would never use a blog to communicate externally with
customers and stakeholders. The focus on internal audiences is even more pronounced
among senior executives who choose to blog. Almost two-thirds (58 percent) of senior
executive bloggers aim their writing exclusively at employees. “It’s easier to sell an executive
on internal blogging,” says David Carter, chief technology officer and vice president of strategy
at iUpload, a content management and corporate blogging company that has worked for
several leading organizations including McDonald’s and Cannondale Bicycle Corporation. “All
they need to do is audit their Sent Mail folder for one-to-many communications that probably
should have been a post in their internal blog.”
To what audience is your organization’s

blog aimed?
Internal
32% External
Both
49%
19%
In your opinion, do you think your organization In your opinion, do you think your organization
would consider a blog as a way to communicate would consider a blog as a way to communicate
internally with its employees? externally with customers and stakeholders?
Yes Yes
26%
No No
38% 37%
Maybe Maybe
43%
37%
19%

Does your organization have a CEO or a Who is the audience of your organization’s
member of senior management who blogs? CEO/management blog?
4%
17% Yes Internal
18% 24%
No External
I'm not sure Both
My CEO would
never blog
58%
18%
61%
A BANNER YEAR FOR CEO BLOGGERS
As of the time of publication of this report, only four Fortune 500 CEOs had contributed to a
public blog. While it’s likely that several chief executives contribute to internal blogs, insight
into that content is not available (an exception is Intel CEO Paul Otellini, who began blogging in
December 2004 when he was president of the company. Excerpts from Otellini’s blog were
leaked to the San Jose Mercury News in February 2005). While the blogs examined here are
external forms of communication, it is important to recognize that they still serve as a powerful
employee communications vehicle as workers will visit the site, comment on the material and
discuss posts among themselves. Corporate blogs can become the face and mouth of an
organization online, shaping perceptions in a more personal way than a standard Web site
would. As such, it is critical that employees be considered as an audience for any online effort
whether it is internal or external. The examples listed below demonstrate that there is no one
right or wrong strategy for blogging and that the content and style should reflect the
personality of the author.
Jonathan Schwartz (Sun Microsystems) – When Jonathan Schwartz became CEO of Sun in
April 2006, he became the first Fortune 500 CEO to regularly blog. Schwartz, who since 2004
had been blogging as president and chief operating officer of the company, leads an
organization that has more than 3,000 employee blogs. His blog attracts more than 50,000
visitors a month and caused Schwartz to tell the Associated Press, “The blog has become for
me the single most effective vehicle to communicate to all of our constituencies - developers,
media, analysts and shareholders.”
John Mackey (Whole Foods) – Technically, Mackey became the first Fortune 500 CEO blogger
when he posted an entry in September 2005. However, Mackey posts sporadically, amassing
only seven entries in the first year of his blog. His posts, which are often repurposed writings,
are long, detailed and clearly well-researched, but they lack the spontaneity and
conversational tone commonly associated with blogs.

Rick Wagoner (General Motors) – In late July 2006, the GM CEO authored a post on the
company’s FastLane Blog. The blog, which originally featured contributions by vice chairman
Bob Lutz and now contains posts from several employees, usually addresses GM products
and programs. Wagoner, however, used the medium to make his case that the company was
making significant progress with its turnaround plan. The post came shortly after GM had
released its second-quarter earnings and addressed several specific company developments
that had already been explained to analysts. The entry garnered dozens of comments, some
supportive and others critical of the company’s actions.
Gary Kelly (Southwest Airlines) – When news broke that Southwest was exploring the idea of
abandoning the company’s well-known open-seating policy, CEO Gary Kelly posted on the
company’s blog, Nuts About Southwest, which launched in April 2006. Kelly’s entry clarified
rumors circulating about the Southwest policy and promised further communication to
customers. The post generated more than 600 comments from readers. Kelly has since added
two additional posts to the blog: one asking for advice on a Halloween costume (complete with
pictures of him from previous years dressed as Gene Simmons of the rock band KISS and
Wild Bill Hickok) and a follow-up entry providing an update on research into the company’s
boarding policies.
EFFECTIVENESS OF COMMUNICATIONS CHANNELS
Repeating the pattern of previous year’s studies, in-person communication was listed by
corporate communicators as the most effective form of communication, followed by e-mail
and the company intranet.
What channel do you find most effective

for communicating to employees?
2% 2%
1% 4% In-Person
E-mail
16%
Intranet
Print
Telephone
75% Wiki

Print versus electronic
The low rating of print publications versus electronic mediums, both in terms of usage and
effectiveness, suggests that communicators at leading organizations have embraced
electronic communication as the primary approach to reach employees. Given the size of
industry-leading organizations and the diversity of their operations, electronic tools pose
several advantages over print communications:
• Connects a global workplace – Online tools provide platforms for corporate communicators
to reach diverse sections of employees and allow workers in different countries, sites and
locations to communicate and collaborate.
• Audience segmentation/moderation – Online tools allow for targeted one-to-one, one-to-

many, many-to-many and many-to-one forms of communications, depending on the context
and goals of the efforts.
• Real-time – Constant connectivity means communications can be received the moment

they are distributed and automatically updated as new information develops.
• Inexpensive – Decreasing broadband and bandwidth costs, combined with savings in

printing and shipping costs, mean that online tools can provide organizations with
significant savings for communications.
• More context – By providing an expanded space for information, a linked environment and
improved search tools, employees can have access to specific information sent, as well as
to related information that’s communicated on an ongoing basis.
• More dynamic – Corporate communicators can use online video and audio capabilities to
make communications more engaging for stakeholders.
• Document trail – By storing and tracking communications, as well as by providing the ability
to follow changes in information, new media channels can document the evolution of
communications in organizations.
• Greater feedback – Electronic communications provide an easy and intuitive outlet for
individuals to collaborate on business operations and strategy, allowing for immediate
and personalized feedback directly to the communicator or user.
• More conversational – Often more free-flowing and informal, online communications often
seem less “corporate” and provide a forum for candid discussions.
• Measurement – Online tools let corporate communicators track the use and comprehension
of material more accurately, allowing for segmentation analysis and documentation of
behavior change.

New media effectiveness
Provide your opinion of the usefulness of each

channel as a tool to communicate with employees*
50 47% 40% 29%

40
Percentage
30
20
10
0
Wikis Podcasts Blogs
*Percent listing useful or very useful
One reason that podcasts may be more attractive than blogs is that they’re a controlled
medium. Podcasts can be scripted and edited, and while many podcasts solicit feedback from
listeners, those comments are not open for viewing the way they are with blogs and wikis.
However, the lack of interaction among users also means that podcasts are a poor
communication channel to promote collaboration or to identify issues within the organization.
Different channels for different goals
While new media is often viewed as a group, each channel offers distinct advantages and
disadvantages. Effective use of new media in organizations must consider the goals of
communications and look to match the appropriate medium in order to leverage messages.
Culture Change – Blogs were listed as the second-most-favorable form of communication for
culture change, trailing only in-person meetings, and one of only two channels to receive a
majority of favorable ratings. The ability of blogs to create a community around issues and
events makes them a powerful tool for culture change. By providing a channel for management
and employees to share stories, and creating a forum for more open discussion, blogs can
help shape a more aware and inclusive organization. “Blogs can help bring humanity back into
the workplace,” says Michael Wiley, senior vice president with Edelman’s me2revolution, who
formerly served as Director of Global Communications Technology and New Media at General
Motors. “We have become so concerned with communicating numbers and processes that
employees have forgotten how to build relationships. How can companies ask employees to
provide superior service and innovative thinking when everything they see and hear flies in the
face of that? Blogs help create a culture that supports those behaviors.”

Rate each communications channel with regards
to culture change*
100
80
Percentage
97% 47% 38% 54% 38% 27% 47%
60
40
20
0
In-Person Intranet E-mail Blogs Podcasts Wikis Print
Collaboration – Surprisingly, e-mail rated highly as a collaborative channel, viewed as the

second-most-favorable tool behind in-person communication; however, this may have been in
part due to the frequency of e-mail use and not an accurate reflection of its benefits. In fact,
while e-mail can be a vehicle to promote collaboration, it’s not in itself a collaborative form of
technology because it does not provide a shared space for individuals to contribute
simultaneously - like a chat or wiki would. Wikis, which allow many users to provide input in a
shared and evolving space, also scored high in terms of usefulness for collaboration.
Rate each communications channel with regards

to collaboration*
100
80 95% 53% 65% 38% 15% 56% 17%

Percentage
60
40
20
0
Training – This is the area in which organizations appear to rely most heavily on traditional
communications methods such as in-person, intranet and print communications (print
communications received its highest favorability rating for training). This is not unexpected, as
training is likely to be a more prescriptive, top-down form of communications that might not
benefit from the collaborative nature of many new media tools. The form of new media scoring
highest for training is podcasting, which offers an engaging way to communicate information
and largely lacks the two-way aspect of other new media channels. Several leading
organizations including Capital One, Xerox and National Semiconductor have begun
distributing MP3 players to employees to facilitate training programs and information sharing
through podcasts.

Rate each communications channel with regard
to training*
100
80 92% 71% 30% 9% 46% 31% 55%
Percentage
60
40
20
0
What is RSS (Really Simple In-Person Intranet E-mail Blogs Podcasts Wikis Print
Syndication)?
RSS (sometimes called web *Percent listing useful or very useful

feeds or RSS streams) is a
category of online feeds of
information that allow people to
subscribe to internet content Media Monitoring – No communication channel received a majority of favorable ratings for
that others have syndicated. In
media monitoring. E-mail and blogs scored highest, with both tools able to easily categorize
essence, RSS means that
people can receive updates on and store information.
material from numerous Web
sites, blogs, podcasts, etc.
without ever having to navigate
to the pages where the Rate the usefulness of each communications
information is housed. RSS channel with regards to media monitoring*
feeds are received through
aggregators, also commonly 50
referred to as feed readers,
which can collect and organize 40
Percentage
numerous feeds. The result is

30
18% 29% 41% 37% 6% 13% 18%
that individuals can self-select
the information they want to
receive and the material is 20
delivered in near real-time and
in an unobtrusive manner. 10
RSS feeds can be used to 0

supply people with information In-Person Intranet E-mail Blogs Podcasts Wikis Print
from a variety of sources:
mainstream publications like *Percent listing useful or very useful
The New York Times or Wall
Street Journal, blogs on
industries and companies,
Google search results, etc.
Feed readers can be Web- Trend Analysis/Tracking – Overall, the favorability ratings for trend analysis and tracking were
based, incorporated into e-mail
or embedded into existing Web
relatively low, with only blogs garnering high marks from more than one-third of respondents.
pages. Blogs offer employees the ability to aggregate information on a variety of topics, helping
workers identify topics of increased interest. In addition, Really Simple Syndication (RSS, see
box on side) feeds allow employees to track developments in the organization and the
marketplace in near real-time.

Rate the usefulness of each communications
channel with regards to trend analysis/tracking*
35
30 26% 28% 29% 35% 14% 22% 19%
Percentage
25
20
15
10
5
0
Identifying Employee Issues – In-person communications is the preferred way to identify

what’s on workers’ minds. Among new media tools, blogs were considered the most favorable.
Monitoring blog posts and comments by employees can be a useful way for communicators to
gauge employee opinions.
Rate the usefulness of each communications channel

with regards to identifying employee issues*
100
80
Percentage
96% 42% 40% 58% 11% 24% 15%

60
40
20
0
Knowledge Management – The highest-rated communications channels for knowledge

management are in-person, intranet and e-mail. However, while these communications
channels are currently viewed as the most favorable, none provides a robust solution to
knowledge for a large and complex organization. In particular, in-person communication,
which lacks a distinct method to capture and store information, is a poor long-term knowledge
management solution. E-mail and intranet also have limited capability to search information
and provide context. “In business, there is a need to change how we manage information,”
says iUpload’s Carter. “If I want to share my business plan, chances are I e-mail it to people
who I think need to see it. However, new employees don’t have a historical inbox of
information. Workers that retire or quit don’t have their e-mail inboxes made public as a
company asset and when someone changes roles their expertise goes with them. That
knowledge is gone forever.” The form of new media that scored the highest for knowledge
management was wikis, which allow multiple users to contribute to a shared library of
information.

Rate the usefulness of each communications
channel with regards to knowledge management*
100 85% 85% 70% 25% 41% 56% 53%
80
Percentage
60
40
20
0
These responses demonstrate that communications channels cannot be seen as isolated

tools. Rather, corporate communicators have available an array of options to reach employees
and should adopt channels dependent upon the communications goals and organizational
environment. Furthermore, the results show the value of using a mix of communications
channels to best reach employees and impact knowledge, attitudes and behaviors.

FACING THE REALITIES OF MODERN COMMUNICATIONS
Tracking employee blogging
A mere 13 percent of respondents noted that their organizations monitor blogging by

employees, while nearly two-thirds (64 percent) of communicators didn’t even know if their
companies track employee blog activity. However, when one considers that 9 percent of
American adult Internet users keep a blog, it’s unlikely that any leading organization does not
have employee bloggers. Furthermore, the number of blog authors jumps to 19 percent among
American Internet users ages 12 to 17 and 20 percent among those 22 to 28, meaning that a
generation accustomed to contributing thoughts online will soon be entering the workplace.6
Given that 76 percent of bloggers write about personal experiences and 35 percent of
bloggers note that colleagues, co-workers or bosses are aware of their blog, content may
often touch on workplace issues and have an impact on organizational culture.7 The fact that
an organization does not sanction blogging does not mean employees are not talking about
the company online.
Does your organization track

blogging by employees?
How many
13%
conversations
Yes
No
are you I'm not sure
missing? 23%
64%
One possible explanation for the lack of monitoring of employee communications online is that
it is often viewed as the purview of the IT or HR department. However, since public blogs can
have a significant effect on the organization’s reputation, it’s imperative that corporate
communicators be aware of the conversations taking place among stakeholders. This is
crucial to identify any ethical lapses or inaccurate information and rumors. Additionally,
monitoring internal and external blog content can help identify employee opinions and
perceptions – serving as an organic focus group. Furthermore, identifying employees who are
interested in new media or who are vocal in online communities can help build evangelists for
products and initiatives.
Not surprisingly, companies that have a blog are significantly more likely to track employees’
blogging. These organizations recognize that paying attention to the conversations taking
place online is a valuable way to protect corporate reputation and gain insight into employee
attitudes.

Does your organization track blogging
by employees?*
25
20
Percentage
15
23% 8%
10
0
Organizations that have a blog Organizations that do not have a blog
*Difference is significant at a 90% confidence interval
Corporate communicators should understand that the only necessary cost associated with
monitoring is the time commitment. There are several free services available online that allow
people to track online conversations about companies, brands and employees (several
organizations, including Edelman, offer monitoring services to companies for a fee). However,
while automated services will aggregate mentions of terms, individuals must still review
content to determine context and significance.
What is Obstacles to online tools – debunking the myths
holding you This year, we asked communicators to list what they perceived as the greatest obstacles to
the implementation of new media technologies in their organizations. The results demonstrate
back? that the hesitancy to implement new media stems largely from a misunderstanding of the
infrastructure requirements for the technology and a resistance to experiment with channels
unfamiliar to the organization. We examine the top ten listed obstacles:
1. Inadequate resources (time and/or money) – When weighed against the amount of money
that corporate communicators spend on publication production, media monitoring services
and intranet design, new media initiatives can results in tremendous cost savings. In addition,
many industry-leading organizations are outsourcing tasks like blog tracking and conversation
monitoring to agencies.
2. Disconnected employees – Many new media advocates often forget that a significant
portion of employee populations at leading organizations do not have daily Internet access at
work. These workers should not be ignored and online strategies can be designed with
complementary or redundant offline materials that ensure all employees have the opportunity
for engagement. Aggregating information online can help identify pressing issues and make
subsequent offline efforts more efficient and relevant.
3. Resistance to change – People are wary of strategies they’re not familiar with, so it’s up to
corporate communicators to make the business case for change.

4. Desire to control communication/fear of unknown – By adopting new media within
organizations and effectively communicating policies, communicators actually gain more
access to conversations. There’s a perception that empowering new media among employees
will result in a flood of complaints, leaked information and inappropriate conduct. However,
corporate communicators often do not recognize the moderation and security levels possible
with these channels – the most secure of which is to keep participation internal. Furthermore,
information that is inappropriate to distribute through new media is likely to be inappropriate
when communicated through any medium.
5. Not convinced of benefits – Communicators must make a business case for new media,
demonstrating how improved communications and engagement will allow employees to better
execute organizational goals. The low barrier of entry into new media, particularly with internal
implementation, means that the risk is minimal compared to the rewards.
6. Perceived lack of IT capabilities – Many organizations are working with third-parties to

implement new media channels, either adapting products to their needs or allowing for secure,
external hosting. The result is that minimal infrastructure is required to reap the benefits of new
media and most tools can be seamlessly integrated into existing IT structures. While IT should
certainly be consulted on new media initiatives, it is corporate communications that should be
driving, and maintaining, the programs.
7. Culture not accepting – New media should never be forced on a community that’s not ready
for it. Corporate communicators can shape new media implementation, including the
restrictions and policies associated with it, to reflect and support existing organizational
culture.
8. Senior management won’t allow it – In situations where executives resist the implementation
of new media, it is incumbent upon corporate communicators to make a case for adoption. “A
lot of research was done before we launched our blog, listing the potential pitfalls and the pros
and cons,” says Southwest’s Vargo. “Having that research done allowed us to say to
leadership, ‘We understand this is a bit of a leap and seems scary, but the rewards far
outweigh the risks.’ In the end it was actually a pretty easy sell.” When possible, build a
prototype or test a new media program among a sample group of employees.
9. Legal/governance/regulation issues – As mentioned earlier, the legal/governance/regulation

issues associated with new media are likely to be covered by existing company guidelines
concerning communications, confidentiality and ethics. In addition, the accountability built into
new media participation can deter inappropriate activities.
10. Would require too much training – Effective new media tools are intuitive and offer a low
barrier to entry. The only obligatory training around these tools is in relation to policies and
ethics associated with the media. The larger issue is engaging employees in contributing and
using content, something that will be influenced by culture, leadership and communications
strategy.

Creating a culture of communication
The data reveals that organizations that currently implement social media are less likely to
restrict employee access to online information but are more likely to develop policies around
the use of new media technologies.
Does your organization prohibit the use of Does your organization have guidelines or a
instant messaging from its computers? policy in place regarding employee blogging?
80 24% 27% 72% 59% 4% 14% 60
70
50
Percentage
60
Percentage
50 40
48% 25% 44% 60% 8% 16%
40 30
30
20
20
10 10
0 0
Organization Organization Organization Organization Organization Organization Organization Organization Organization Organization Organization Organization
with blog without blog with blog without blog with blog without blog with blog without blog with blog without blog with blog without blog
Yes No Not sure Yes No Not sure
Does your organization have a policy prohibiting

employees from posting on external chat rooms
and message boards? Does your organization block access to any Web sites?
100 100 84% 91% 12% 7% 4% 2%
80 80
Percentage
Percentage
15% 23% 81% 57% 4% 20%

60 60
40 40
20 20
0 0
Organization Organization Organization Organization Organization Organization Organization Organization Organization Organization Organization Organization
with blog without blog with blog without blog with blog without blog with blog without blog with blog without blog with blog without blog
Yes No Not sure Yes No Not sure
This demonstrates that the use of new media technologies is both a product and reflection of
the culture of an organization. By taking a strategic approach to the use of new media
technologies, communicators can ensure that the tools used align with and support either the
existing or desired organizational culture.
Does your organization prohibit the use of instant

messaging (IM) from its computers?
12% Yes
26% No
I'm not sure
62%

One of the strongest arguments in favor of implementing new media technologies within an
enterprise is that employees are likely already using them. With all the free blogs, wikis,
podcasts, instant messaging (IM) platforms and message boards available on the Internet,
employees are able to use a variety of tools to communicate both inside and outside the office.
Workers who use one communication channel outside of work and are prevented from using
that medium at the office may become frustrated and reject existing structures.
By implementing new media technologies, companies are able to keep more conversations
inside of the organization, in a form that they are able to manage. This means that they can
more easily regulate identity, track participation and identify issues as they arise.
Another significant benefit of adopting these tools internally is that the organization then has
ownership of all the intellectual property produced through the communications. When former
Microsoft employee and popular blogger Robert Scoble left the company earlier this year, he
took his site, which is run through the blog platform WordPress and read by thousands of
people each day, with him. If employees use tools outside of the organization, then information
housed there is tied to the worker and will be lost if that individual leaves.

ACCESS TO ELECTRONIC COMMUNICATIONS
Recognizing the digital divide
Organizations looking to implement new media technologies need to recognize the digital
divide that exists in many companies. At nearly one-third (32 percent) of leading organizations,
up to 50 percent of the employee population does not have daily access to a computer at
work. Corporate communicators need to find ways to keep these workers, who often have
customer service or production responsibilities, aligned with business strategy. With their
ability to aggregate information inside the company in a variety of ways, new media tools
package communications in a form that can be easily taken offline. Communicators, who
ideally are paying attention to conversations among employees, can identify the most
meaningful and relevant information. In fact, the use of new media within an organization can
help reduce the resources and time necessary to produce other communications such as
printed internal newsletters.
What percentage of your employees

have access to a computer at work?
8% 5% 100%
7%
91% - 99%
8% 81% - 90%
24% 71% - 80%
61% - 70%
17% 51% - 60%
41% - 50%
7% 31% - 40%
3%
14% 7% 21% - 30%
I'm not sure
Accommodating the 24-hour work cycle
Companies are more willing to allow employees to access their work e-mail from home than
they are to provide off-site intranet access. While some of this may be related to the IT issues
of remote intranet access, by eliminating a credible source of company information
organizations invite employees to look elsewhere.
What percentage of your organization’s employees

have access to the intranet from home?
Have access
Do not have access

38%
62%

What percentage of your organization’s
employees have access to e-mail from home?
13% Have access
Do not have access
87%
The easier companies make it to access relevant communications provided by the

organization, the more likely it is that individual will view the company as a credible and
meaningful source.

WHAT THIS MEANS FOR YOUR ORGANIZATION
None of these new media technologies in and of themselves are truly innovative in terms of
what they offer – blogs and wikis are simply easy-to-update Web sites and podcasting is
merely a new way to transmit audio files. What has changed are the expectations individuals
have of the ways they create, receive and share information. Today communications need to
be relevant, interactive, portable and immediate. If organizations are not able to reach
employees, or workers cannot access the information they want, when they want it, the result
is likely to be a disengaged employee. “Communicators who dismiss new media technologies
do their employees and organizations a disservice,” says Jeffrey Treem, analyst with Edelman
Change and Employee Engagement. “The pace of change is quickening and communications
structures need to adjust to meet the demands of the modern business landscape.”
In fact, new media technologies are likely to become ever more engrained in our everyday
lives. Newspapers such as The Washington Post are allowing consumers to comment on every
story online and providing links to bloggers writing on related topics, in effect, turning each
article into a blog post. The current generation of Web browsers have RSS feed readers built
in, allowing people to subscribe to material with the click of a mouse, regardless of whether
they know the technology. The use of podcasts exploded last year when people were able to
listen and download shows, many of them free, through Apple’s popular iTunes Music Store.
Corporate communicators need to take the responsibility of educating themselves and their
organizations about new media technologies. The communications landscape is changing
quickly and organizations need to be able to adjust their strategies accordingly to maintain a
competitive advantage. Three times as many 18- to 26-year-olds read blogs as do adults ages
41 to 50, meaning a generation accustomed to new media technologies will soon be flooding
the workforce.8
The results of this study are not meant to argue that new media is a panacea for internal
communications in organizations. Rather, they point to the need for communicators to
consider a range of options to match the medium with the message. A strategic approach to
internal communications can be a key differentiator for your organization, helping to engage
employees and drive business results.

METHODOLOGY
• Senior communicators at Fortune 500 companies and clients identified as industry-leading

organizations were sent an invitation to participate in the study. In total, 787 survey
invitations were e-mailed to prospective participants.
• 138 responded, resulting in 111 complete surveys. This provided a participation rate of 18
percent and a response rate of 14 percent.
• 75 Fortune 500 companies participated in the study.
• Participating Companies include: 3M, Abbott Laboratories, Allstate, American Airlines,

American Express, Aon, AstraZeneca, Boeing, BRP, Caterpillar, Coca-Cola, Dell, Delta Air
Lines, Disney, DTE Energy, Eastman Kodak, EDS, General Electric, General Mills, General
Motors, Goodyear Tire & Rubber, Hewlett-Packard, H.J. Heinz, Honda, Honeywell, IBM,
Johnson & Johnson, McDonalds, Microsoft, Motorola, Nissan, Office Depot, PepsiCo,
Pfizer, Progress Energy, RadioShack, ServiceMaster, Shell, Starbucks, T-Mobile, The Walt
Disney Company, UPS, Wendy’s, Whirlpool, Wrigley, Xerox, Yum! Brands.
VALIDITY
Although every attempt was made to make these results representative of the current internal
communications environment at leading organizations, we recognize that this is not a scientific
study and that there are several threats to the validity of the data:
• Although the sample size of 111 completed surveys is adequate for the population, this
number was smaller for several questions due to the fact that we had multiple respondents
from some companies, and a limited number of companies currently implement new media
technologies. This resulted in a small sample size for some questions, and those results
cannot be said to reflect the population.
• Lack of familiarity with new media technologies may have biased respondents to a neutral
view on the effectiveness of channels.
• Because one of the purposes of the study was to examine the use and effectiveness of new
media technologies, we likely received a disproportionate number of responses from
individuals currently using, or planning to implement new media technologies in their
internal communications mix.
• Although the survey was sent via dedicated links to senior-level communicators at each
organization, we cannot say with any certainty that their answers and opinions accurately
reflect the communications environment in their respective companies.
• Comparisons to previous years’ data may be misrepresentative of actual trends due to

differences in participant enrollment and the varied demographics of participating
companies.

ENDNOTES
1 Sifry, David. “State of the Blogosphere, October, 2006.” Technorati. 6 Nov. 2006.
<http://technorati.com/weblog/2006/11/161.html>
2 Klau, Rick. “Expanding Universe: Podcasting Market Update.” Burning Questions: the Official FeedBurner Weblog.
Weblog
18 Apr. 2006. <http://blogs.feedburner.com/feedburner/archives/001755.html>.
3 Wikipedia.org and /www.britannica.com/premium
4 “Internet Activites.” Pew Internet & American Life Project.

Project 19 July 2006.
<http://www.pewinternet.org/trends/Internet_Activities_7.19.06.htm>.
5 Hammersly, Ben. “Audible Revolution.” The Guardian. 12 Feb. 2006.

<http://technology.guardian.co.uk/online/story/0,,1145689,00.html>
6 Fox, Susannah, and Mary Madden. “Generations Online.” Pew Internet & American Life Project.
Project 22 Jan. 2006.
<http://www.pewinternet.org/pdfs/PIP_Generations_Memo.pdf>.
7 Lenhart, Amanda, and Susannah Fox. “Bloggers: a Portrait of the Internet’s New Storytellers.” Pew Internet &
American Life Project.
Project 19 July 2006.
<http://www.pewinternet.org/pdfs/PIP%20Bloggers%20Report%20July%2019%202006.pdf>.
8 Li, Charlene. “Listen Up Marketers: 24% of Gen Yers Read Blogs.” Charlene Li’s Blog.
Blog 11 Sept. 2006.
<http://blogs.forrester.com/charleneli/2006/09/listen_up_marke.html>.

CONTACTS
If you would like to learn more about how your organization can use a variety of new and
traditional communications channels to effectively reach and engage employees, contact:
Jeffrey Treem
Analyst
Edelman Change and Employee Engagement Group
jeffrey.treem@edelman.com
+1 312 233 1340
Gary Grates
President and Global Director
Edelman Change and Employee Engagement Group
gary.grates@edelman.com
+1 212 704 8184
Kate Feather
Vice President
PeopleMetrics
kfeather@people-metrics.com
+1 215 979 8037

New Frontiers in Employee Communications, Edelman 2006

Diunggah oleh

Informasi Dokumen

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

New Frontiers in Employee Communications, Edelman 2006

Diunggah oleh

Hak Cipta:

Format Tersedia

New Frontiers in

By Edelman Change and Employee Engagement in partnership with PeopleMetrics

Edelman Change and Employee Engagement is the organizational communications consulting

• Communication and information ﬂow

In particular, PeopleMetrics is a thought-leader in helping companies engage their employees

New Frontiers in Employee Communications 2

AWARENESS OF NEW MEDIA TECHNOLOGIES 7

• AWARENESS DOES NOT EQUAL USAGE 8

USE OF EMPLOYEE COMUNICATIONS CHANNELS 9

• SHARING WITH A CLICK OF A MOUSE 9

• MAXIMIZING THE INTRANET 12

• FAVORING THE FIREWALL 13

A BANNER YEAR FOR CEO BLOGGERS 14

EFFECTIVENESS OF COMMUNICATIONS CHANNELS 15

• PRINT VERSUS ELECTRONIC 16

• NEW MEDIA EFFECTIVENESS 17

• DIFFERENT CHANNELS FOR DIFFERENT GOALS 17

FACING THE REALITIES OF MODERN COMMUNICATIONS 22

• TRACKING EMPLOYEE BLOGGING 22

• OBSTACLES TO ONLINE TOOLS – DEBUNKING THE MYTHS 23

• CREATING A CULTURE OF COMMUNICATION 25

ACCESS TO ELECTRONIC COMMUNICATIONS 27

• RECOGNIZING THE DIGITAL DIVIDE 27

• ACCOMMODATING THE 24-HOUR WORK CYCLE 27

WHAT THIS MEANS FOR YOUR ORGANIZATION 29

New Frontiers in Employee Communications 3

• Wikipedia, a public Internet-based encyclopedia launched in 2001 that allows users to

• Organizations should consider a mix of channels depending on their communications goals.

• Communicators misunderstand the obstacles to implementation of new media technologies

New Frontiers in Employee Communications 4

This year’s study focused solely on industry-leading organizations. Communicators from 75

Awareness of new media technologies

compared to the original 2004 study.

• Awareness of podcasting is high, with more than three-fourths of corporate communicators

• Fewer than half of study participants knew what a wiki is.

Use of employee communications channels

Effectiveness of communications channels

New Frontiers in Employee Communications 5

Facing the realities of modern communications

Access to electronic communications

• At nearly one-third of industry-leading organizations, fewer than half of employees have

New Frontiers in Employee Communications 6

Do you know what a blog (Web log) is?

99% 1% 83% 17% 59% 41%

Do you know what a podcast is?

Do you know what a wiki is?

New Frontiers in Employee Communications 7

Awareness does not equal usage

Do you read a particular blog regularly?

New Frontiers in Employee Communications 8

USE OF EMPLOYEE COMMUNICATIONS CHANNELS

What channel does your organization use most

Wikis, instant messaging (IM), message boards,

Sharing with a click of a mouse

New Frontiers in Employee Communications 9

- Twelve companies, more than 10 percent of respondents, use Microsoft SharePoint

What type of online tool does your organization use to

Number of companies reporting use

New Frontiers in Employee Communications 10

years, podcasting is a relatively recent

New Frontiers in Employee Communications 11

Maximizing the intranet

Does your organization Does your organization use

14% I'm not sure