Today’s breakfast session was even more energised and interactive than usual, and no wonder with such an evocative subject at the heart of our discussions! Safe to say AI is here to stay, and we’re all only just starting to get to grips with it – what it can do for us, the pitfalls and all the governance issues it raises.  Kudos to Katie Marlow and Lisa Pantelli for agreeing to present today – as finding anyone confident enough to share their thoughts on this topic was not easy! Katie shared insights into how she uses AI within her consulting practice, and Lisa provided a whistle-stop tour of definitions, and an overview of how she uses AI in her role as Director of Communications at Elsevier.

We’re regularly asked by candidates and clients alike about the current ‘state of the market’ – and often that’s a hard question to answer! With another new year just around the corner, experience shows that a lot of people may take the opportunity for some reflection on their career aspirations during the festive break – and companies may be gearing up to start their candidate searches in the new year.

We’re regularly asked by candidates and clients alike about the current ‘state of the market’ – and often that’s a hard question to answer! With another new year just around the corner, experience shows that a lot of people may take the opportunity for some reflection on their career aspirations during the festive break – and companies may be gearing up to start their candidate searches in the new year.

I’ve been taking a look at structure, culture and power sources within organisations and how this impacts internal communication. In this final blog of three I’ll be looking at organisational power sources.  Whilst this isn’t meant to be an academic paper, you’ll find here a brief overview of some of the models, and the references are listed at the end if you want to go and find out more.  Obviously – there are lots of models out there – and this is not an exhaustive review of them all!

I’ve been taking a look at structure, culture and power sources within organisations and how this impacts internal communication. In this second blog of three I’ll be looking at organisational culture.  Whilst this isn’t meant to be an academic paper, you’ll find here a brief overview of some of the models, and the references are listed at the end if you want to go and find out more.  Obviously – there are lots of models out there – and this is not an exhaustive review of them all!

I’ve been taking a look at structure, culture and power sources within organisations and how this impacts internal communication. In this first blog of three I’ll be looking at organisational structure.  Whilst this isn’t meant to be an academic paper, you’ll find here a brief overview of some of the models, and the references are listed at the end if you want to go and find out more.  Obviously – there are lots of models out there – and this is not an exhaustive review of them all!

It’s not new news that front line managers are key to successful internal communication, particularly during periods of change, but the challenges of implementing effective line management communication is something that many organisations still struggle with.

Part of this trend towards inhouse recruitment is about cutting costs, but when I look at the findings from the report by Thomas International I take some comfort that our business would not be trading if 57% of the people we placed were ‘not working out to some degree’.

Work-life balance has taken on a whole new dimension in the last 15 months or so. Whilst many were seeing working from home as possibly the only silver lining of the pandemic, others now struggle to draw a line between home and work, and feel like they live at work, not work from home. So as communicators, how do we help to develop a new approach to work that is healthy for individuals and beneficial for organisations?