I remember somewhat berating those practising HR for their use of incomprehensible jargon when I first joined this publication. I hit on a raw nerve. So has the perception of HR changed in the 20 months since?
The short answer is no, if exclusive research in this month's issue is anything to go by. Some 38% of the 1,000 external and internal communicators who responded said HR was not well equipped to deliver effective internal communications. Worse still, nearly half thought HR could actually impede its delivery. With 22% of respondents saying internal comms is part of HR in their organisation, there could be some worried CEOs out there now (p38).
Communication is such an important part of HR. Whether it be internal branding, change management, employee engagement or a revamped benefits package, HR should be taking a lead in conveying the message to employees. To discover that many still think the masters of spin, PRs, are the most effective in doing so is a shame. Of course they are skilful communicators; they have a nose for news and understand all the channels. But how many employees really believe what is coming out of the PR department in their organisation?
Yet when HR directors show they can communicate well the wins are huge. Take a look at our feature on how Orange has revitalised its brand through effective communication (p46) or how Lloyds TSB is focusing its 2012 sponsorship message on employees, rather than customers, first (p43). Even the finance director can be persuaded. While certainly not known as HR's natural bedfellow, any prejucides can be overcome if communication is effective, as our interview with the HRD and FD at The Economist Group shows (p28).
Perhaps one solution is for HR and PR to start communicating better themselves. They could learn from one another. With HR asking other directors what they think of their relationships with each other over the next few issues, it may be wise to get that dialogue started now.
