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What are the trends for internal communication in 2025?

Internal communication professionals are already discussing the upcoming internal communication trends which were mentioned by the mobile employee experience platform Blink. Saving your time, we’ve made a summary of what we’ll spend more time and attention on next year:

Empathy, because empathetic and engaging communication is key to fostering trust and connection, and employees expect workplaces to be mindful of what’s going on in the world and in people’s lives.
Hyper-personalisation, because communication tailored to position, location and channel increases relevance and engagement across diverse groups of employees.
Mobile devices, because using them for communication and optimising platforms for mobile phones can ensure that everyone, especially frontline staff, has quick access to breaking news.
Asynchronous communication helps hybrid and off-site teams to stay engaged and productive and reduces the need for real-time communication.
Social networking-style platforms bring familiar and engaging tools to the workplace, with features such as thicknesses, news feeds and communities.
Artificial intelligence, because it increases efficiency by helping to personalise messages, analyse engagement and adapt content strategies effectively.
For internal influencers, empowering employees to share authentic updates and stories on social networks builds trust and strengthens the culture of the organisation.
For engagement, adding elements of fun and reward increases productivity and good mood. As the world and the environment around us change, internal communication must also change to best meet people’s needs.

These trends, like all others, should first be communicated through your organisation’s values, culture, processes and goals, and then think about which ones would be most useful for you to adopt. If you’d like to discuss, feel free to email us to arrange a consultation. For more insights and tips, read the full article HERE.

Date - 2025-01-27
Author - Vija ir Giedrė
Categories - Be kategorijos

Will you choose the employee who was most in line with your values this year?

The smell of tangerines and the various staff elections that have started are signs of the end of the year 🍊

Are you planning an employee of the year assessment based on the values of the organisation this year? As usual, you will invite employees to nominate their most valuable colleagues. Those whose behaviour, words and actions most closely reflect the principles by which you operate in your company.

We suggest another option.

You don’t need one person who is most in the with the values of your organization.

You need a LOT of people who are. First of all, the big job is not only to elect but also to encourage nominations. Help your employees to spot the other, to recognise valuable behaviour and to take the time to appreciate the colleague. Reward not only those who are the “best” but also those who nominate.

Voting for “who is most in line with the values” often turns into “who knows who more, who is more well-known, who works in a bigger department or in a more visible position”. Instead, it is better to do a lottery after selecting the right tickets for the competition and award a few people by lot. And translate the accumulated stories of how your employees see, understand and live your values into powerful content in your internal communications throughout the year.

We’ve already offered a different kind of values reward plan to our customers. Maybe you too are looking for unusual but meaningful solutions? Let’s talk!

Date - 2025-01-27
Author - Vija ir Giedrė
Categories - Be kategorijos

Corporate values are in the DNA of a company: how to achieve them

Corporate values are the backbone of the company, defining how we work and behave and helps us answer questions about how to behave in difficult situations. Values unite employees, set standards for behavior and thinking, and, if the individual and the company values are aligned, employees tend to be much more engaged and motivated to achieve motivated to perform better and to go the extra mile.

For most organizations, the question is what to do to ensure that values are alive and not just written on the walls of the company or published on the intranet. To achieve this, stated values need to be transformed into clear behaviors and lived every day. It is possible to have values be applied through the employee’s experience journey in the organization. For example, agree that when recruiting new employees, setting objectives and assessing performance, in addition to the “hard” tasks and the indicators of achievement, include an assessment of the employee through the company’s value prism.

For the manager, internal communicator or HR specialist, it is often necessary to find ways to present, support, remind and live the values on a daily basis. Values are best lived when:

they are not born out of thin air, but are linked to the company’s direction and strategy. Employees are clear about the history of values;
employees feel the values in practice through their everyday behavior. Values are reflected upon, what they mean to employees personally, how visible they are, how they are felt;
employees have the opportunity to reflect on their own values and try to relate them to the values that have been articulated in the organization;
values and culture are spoken about in a visual and continuous way. They shape the employee experience in the organization and business decisions. We can declare anything, but if we don’t act on it in our day-to-day activities, the values will not matter.

Vija says that people learn values best through experience, not through words. So if you present your organization’s values to your employees, help them experience them in practice. Here are some ideas on how to do it:

organize workshops where colleagues can share stories that embody the values;
create games or quizzes for employees to solve situations through the prism of the values;
tell value stories in meetings;
when a staff member’s actions or speech highlights the values of the organization, record it and use it in meetings, newsletters, stories (“This is a great example of our value XX!”);
distribute visualizations of the values to employees. These can be notes on job cards, stickers on your phone or computer, or work calendars where everyone will find inspiring stories. The reality of your organization will dictate the right format.

The list can be endless, but the most important thing is that the option you choose provokes a reaction from your staff.

Giedrė shares that many companies organize events that have already become a tradition, but over the years they sometimes lose their original idea, and sometimes it is no longer clear why they are organized at all.

Think about it, maybe it’s time to revitalize these events by giving them a new meaning. In addition, the time before and after the event is a great space to engage employees and talk again about the company’s value backbone. You might organize competitions, invite employees to nominate colleagues, elect ambassadors for the best work or values, recognise the most outstanding initiatives, watch a video of the event or vote for initiatives that the company will support. So it’s not just the event itself, but also the time before and after that is relevant and valuable.