LUBSxIABC: New Communication Frontiers

On Wednesday the 8th of June 2016, Leeds University Business School hosted the second of a chain of LUBSxIABC events as part of its agenda to develop the newborn partnership with the International Association of Business Communicators through student-organised conferences where industry professionals are invited, as speakers, to share their experience and valuable insights.

As professor Kendi Kinuthia and CCPR program director Tony Byng underlined in their introductory statements, the aim of this collaboration is to make sure the program stays relevant and delivers knowledge and skills that can be applied in the world and in the workplace; all while granting students the chance to organise the event planning committee and IABC’s new UK chapter a broader influence and impact.

After regional vice-president Daniel Schraibman briefly introduced the students on the many ways they can still benefit from their membership after the end of their studies; the mic passed on to the first of four speakers for the day, freelance communications consultant Janet Morgan.

Janet’s speech covered the topic of opportunities and threats of social media in the context of today’s organizational crises. After discussing the loss of control on their storytelling that organizations have suffered from the introduction of digital media, Janet went on to analyse how brands are trying to face the issue today by improving the timeliness of their response and integrating their communications across all departments and branches. The best companies today are able to address issues raised by users anywhere in the world with timeliness and consistence responses to online comments and messages.

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The floor was then left for Grant Mercer, LUBS alumni and CMO of DJI Holdings Plc., who shared his future perspectives around the topic of “Brands vs Consumers. Who’s leading who?” providing the crowd with a very clear answer and warning early on in his speech: “Make no mistake: Brands will win”. Grant then developed his speech around the two core reasons for that to happen, focusing on how, although brands have had to step back and re-invent themselves, “brands do not surrender”. And the amount of data we share every day has reached such unprecedented size and detail that in around 5 years’ time brands should be able to develop techniques to use all this data in order to profile consumers ever more accurately and provide even more customer-tailored solutions to all their needs and wants. And thus retain their position of power. While this will most probably be the case in terms of monetary power and influence which brands, contrary to common beliefs, are indeed planning to hold on to; the question remains whether these techniques will also allow brands to re-gain the level of control they once had on their message. In particular enabling customers to participate in co-defining both brands’ public image and their performance may very well instead constitute a power loss that brands will accept as a given cost; given that more and more brands today tend to mould their activities around expectations expressed by their customers online and tailor their offer for specific customer profiles and customise their offer to the needs of particular market segments. As the same Grant admitted this to be the case for corporate responsibilities they “kind of” endorsed, such as being more responsible and the idea of being held accountable for everything since “where there were once walls, there are now windows.”

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Next up was pensions & benefits consultant Karen Bolan, who introduced the audience to “The 7 mega trends of Communication”. She connected to many previously mentioned novelties within the industry such as the influence customers have acquired thanks to product validation they nowadays seek to find in online reviews by other random users online and the segmentation of companies’ offers to address different behavioral or attitude-based customer profiles and the consequent customization their products.

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Finally, LUBS alumni and eminent scholar Joep Cornelissen took the floor to give us a more academic and analytical overview of these recent changes, analysing the evolution of communications from mass dissemination (broadcasting) to individual stakeholder engagement (crowd-casting) and how marketing and public relations are increasingly combined in the one activity such as content creation or storytelling. His analysis underlined once again the increasingly key role of transparency and authenticity, along with mentioning advocacy and interactivity as other two trends of the new millennium.

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After many questions from the audience, the event ended with drinks and refreshments in the hall, granting participants a chance to network with one another and ask further questions to the speakers in private.

 

By: Marco Romero

Lost in translation – the perils of international communications

For me, good communication depends on building an emotional connection with someone. It’s about considering their feelings as well their need for information. It often requires a balanced conversation, where you use the right verbal and non-verbal communications so that you understand each other, give each other space to talk, take time to listen, and be respectful of differences of opinion.

This is particularly important when organisations communicate internationally. The desire for a globally consistent brand and approach needs to be carefully weighed up against the importance of ensuring your message ‘lands’ and is sensitive to how things are done locally. With this in mind, I thought I would share a few points that I have learned about how to avoid some of the potential perils of international communications.

Language

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As George Bernard Shaw once said, “England and America are two countries separated by a common language.” This is true not just for England and America. Every country has its own dialects, idioms and words so, for example, Filipino English will be distinct from Irish English or Ghanaian English and so one size is rarely going to fit all.

My last in-house communications role was for a British company that was majority-owned by the Qatari state oil company and so we issued our press releases in English and Arabic. When I needed to arrange for the Arabic translation to be done in London, our Qatari General Manager asked me to check where the translator was from. According to him, the Arabic spoken in the Gulf States has a lot of slang and colloquialisms whilst Syrian Arabic is considered more ‘pure’ (i.e. less tainted by Western influences.) However, in his view,  finding an Egyptian translator was the preferred option as a lot of  Arab language TV is produced in Egypt, and so this is the Arabic dialect that most people in the Middle East understand.

I also experienced this richness of variety and potential linguistic sensitivities when I spent some months travelling around South America. I particularly loved Argentina. However, I also learned that it has a difficult relationship with its neighbour Chile so if you’re trying to engage with a Chilean audience, it would be wise not to use an Argentine Spanish dialect.

2) The law

I previously worked for an American company which needed to make some changes to its operations in Europe. Some of the senior leaders were surprised that they couldn’t just sell a business, close a plant or make people redundant in the way that they could in the US because employees have more protection in Europe. This means that you have to consult with the employees, unions or works councils before you take significant action.

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In some countries, such as Spain, the unions have a lot of influence and can actually stop you from doing what you want to do if you don’t manage things in the right way. Ensuring that you give employees or their representatives sufficient time to review your plans, be able to provide feedback and, in some cases, come up with alternative proposals, can make the difference between being able to implement the actions you want on the ground or not.

Of course, the law doesn’t just affect employee rights, it can influence how you engage with other stakeholders too. For example, I was involved in the community consultation for a proposed new power station in the UK and, in the last few years, the law has changed so that you now have to pre-consult with the local community before the actual consultation i.e. you need to explain what you’re thinking of doing and give the local people a chance to provide input before you set out your final plans.

As you’d expect, consumer rights, copyright, licensing and advertising standards are different in different countries, meaning that your global marketing campaign may need to be tailored for each market using alternative words and contract terms.

In another example, I recently attended a Chartered Institute of Public Relations event at the UK Houses of Parliament where the main speaker was Lord Bilimoria, the founder of Cobra Beer. In his speech, he explained that a ban on the use of advertising for alcoholic beverages in India meant that he had to use public relations much more extensively to promote his brand there than in other markets.

So spending some time finding out about a country’s legal idiosyncrasies before you launch your global campaign, is a wise investment of time.

3) The right spokespeople for the right audience

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4) Culture, images and symbols One of the few exceptions to the ‘local is best’ approach that I’ve experienced was when I worked on a launch campaign in Spain. In that case, the local management team specifically asked for senior leaders from overseas to be involved so as to add weight to the launch with the local media and to explain how what we were doing in that market fitted into the company’s global launch plans.Whenever I’ve worked on global campaigns, I’ve tried, where possible, to use local employees as external spokespeople rather than someone from head office. Not only do they speak the language and understand the local market and customs better but they normally have more credibility with their audience. In a crisis situation, they are also more likely to be able to appreciate the full impact of a situation, be perceived as being able to do something about it and are able to respond quicker than someone on a different time zone.I have a personal view that, with the right training, preparation and support from their communications team, there is no reason why any leader can’t be a good communicator. The key point for me is about matching the right spokesperson with the right audience. I have found it helpful for the companies I’ve worked for to have a mix of representatives, with some able to talk about any topic at a high level and others acting as technical experts to talk about a specific area in more detail.

Another potential peril to consider with international communications is what particular images or symbols mean in different cultures. In the Western world, an open hand is perceived as welcoming,  demonstrating open behaviour. However, if it’s a left hand, in many parts of the Muslim world, that’s considered the ‘toilet wiping’ hand – hardly the best brand association. Similarly, the soles of the feet and use of animals may not be appropriate images to use in communications in Muslim countries or communities either.

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In Western cultures, the number 13 is unlucky, but in China it’s the number 4 or any numbers including a four that are unlucky. The image below from a Chinese lift respectfully avoids 4, 13 and 14 so that everyone will think that this is a lucky building!

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Some cultural sensitivities are harder to know about unless you’ve spent some time there. I had a colleague that was running a media training session for communicators in Nigeria. One of the golden rules if you are being interviewed on camera is that you should always maintain eye contact to avoid looking insincere. However, in Nigeria, as a sign of respect, people are taught not to look directly at someone who is older or more senior to them which made for quite a challenging course where most of the participants stared at the floor throughout their TV interview practice.

Similarly, a lot of companies sign up to the principle of 360-degree feedback where managers are encouraged to seek feedback from their team and their peers as well as their line manager. However, in more traditional and hierarchical cultures, such as Japan, if a junior member of staff gave honest feedback to a senior manager in an open forum, this would likely be embarrassing for everyone in the room. This doesn’t mean that you can’t have a 360-degree feedback system in these countries. It’s just that you might want to tweak the approach so that the feedback is given in an appropriate environment.

5) Channels

One other area where international communications can get ‘lost in translation’ is when you don’t use the best channels for your audience. In one example, an international consumer brand employed thousands of seasonal workers in East Africa to pick its tea harvest each year. A tea picker is normally at their most skilled when they are 16- 26 years i.e. young, experienced and fast. This is also the age group that has the highest prevalence of HIV/AIDS cases yet often has the poorest understanding of good sexual health practices.  In short, people were dying – and the company was losing a significant number of its best workers.

My partner was asked by this firm to help develop a sexual health awareness campaign for their workforce. With little access to technology, a high level of illiteracy and over 27 separate languages spoken amongst the workers, this wasn’t as straightforward as it sounds.

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In many communities where people can’t read and write, oral storytelling and music are important ways to share information. With this in mind, she worked with the local team to develop a campaign in Kiswahili (often the ‘common’ language amongst tribes in certain parts of Africa) that used song and dance to explain to their employees how to protect themselves against infection. Tribal elders were engaged in the process and asked to help deliver the message, as the weight that their views carried was significant. The success of this campaign resulted in significantly lower new infection rates amongst  the company’s employees.

Lastly, it’s sometimes easy to forget that there are still a lot of people working in areas like manufacturing, retail, hospitality and mining that might not have access to a PC or tablet. Similarly, the Wi-Fi or mobile reception 2,000ft underground in your company’s copper mine or 300 miles offshore on your company’s oil rig might not be as good as it is in head office.

With this in mind, if you’re planning a global employee communications programme aimed at these ‘offline’ audiences, you may have to incorporate some more traditional communications channels such as staff meeting discussions, using notice boards or including messages on payslips.

In summary, effective international communications does come with its own particular considerations. There is no replacement for upfront effort in finding out what will work on the ground in the countries you want to reach. It’s all about getting to know your audience and, with sensitivity and understanding, there is no reason why your message should have to  get ‘lost in translation.’

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Daniel Schraibman is a director of communications, coaching and business consultancy Serekinti www.serekinti.com.

 

How to ensure great user experience for your corporate website

 

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A corporate website needs to offer simple functionality, as well as innovative design that reflects the brand narrative accurately. Juggling these elements, amongst many others, is a difficult task. But ultimately, it all boils down to one thing: user experience. Here, Luke Dodd, Global Digital Specialist at FTSE 100 mining company Anglo American, shares some tips on refining your user experience strategy.

Half a second. A blink of an eye.

That’s how long it takes for someone to form an opinion of your website. It is a matter of milliseconds, and is essentially instantaneous.

However, while this first impression is important to get right – features such as homepage design are critical for this – it’s what follows, the user experience and user journey, that really is make or break for your corporate website.

As Global Digital Specialist for Anglo American, a key responsibility of my role is to ensure that user experience is strong across our digital estate.

But to talk about user experience, it is important to first define what we mean by it.

For me, user experience is the overall experience and satisfaction a visitor has when navigating through your website – therefore, good user experience is where your website has met the exact needs of your user, simply and efficiently.

Sounds simple, but remember, the users that visit your corporate website will all vary in ability and what they are looking for. But they all have one thing in common: they want answers, and quickly.

And those answers are borne from a user’s expectation of your website. By establishing who your key audience groups are [for example, students, NGOs, job-seekers etc…], you can quickly find out what they expect to achieve when visiting your site.

In the spirit of good user experience, I am going to present the remainder of this article in bullet points and lists – providing you guys with ‘quick answers’:

6 questions to test if your website offers good user experience

  1. Does your content provide your users with the information they are looking for?
  2. Are users able to easily use all functionality of your website
  3. Are images and design used to tell your brand story on your website?
  4. Can users find the content they need simply when they need it?
  5. Is content accessible to all across all platforms, devices and abilities?
  6. Is your website reputable?

If you answered ‘yes’ to all of these questions, in my opinion your website offers good user experience. If you answered ‘no’ to any questions, this may be an area to foc

3 top tips to correct inadequate user experience

  1. Gather feedback on your website

Get as much intelligence as you can from your users. Set up user research groups, conduct website surveys and internal interviews with key stakeholders – and then filter through the responses and decide what action is required.

It may be tempting to steam ahead and make changes immediately, but consider all feedback carefully and see how it all fits together before taking action.

  1. Try new [and old] things

If you feel something isn’t working on your website, or it feels clunky to use, try a different approach – whether it is a brand new approach, or a method previously overlooked.

For example, a recent tweak we made was to our website’s navigation. We had introduced a burger menu to the desktop version – but following feedback from both internal and external sources, it was clear that our users were finding it hard to use.

We made the executive decision to move to a dropdown meganav and make all three levels of navigation visible in one glance. This could be seen as a step-back in terms of the evolution of digital navigation when compared to a burger menu, however, it doesn’t matter how swish a new tool is if it doesn’t meet our users’ requirements.

  1. Audit and correct

We perform an annual audit of content and user experience across all of our websites, which occur in tandem with major content updates that align to our results and reporting cycles.

In these audits, we reflect upon the purpose of each section and what they mean to our key audiences, while using analytics to help us figure out what needs to be improved/changed.

Twitter: @LukeDoddComms

LinkedIn: https://www.linkedin.com/in/lukedoddcomms

Our journey to digital transformation by Working Out Loud

 

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With the huge successes of Facebook, LinkedIn, Twitter, Instagram, Snapchat etc. has emerged a rapid, evolution of online networking, trusting opinions, sharing right-here-right-now, our thoughts with photos and videos.

This behaviour is becoming increasingly popular inside organisations by using an Enterprise Social Network (ESN) such as Yammer, Jive and Slack to support strategies, projects, tasks and encourage employee engagement, empowerment and advocacy.

The phrase “Working Out Loud” is gathering momentum to describe this change behaviour. Check out Rachel Miller’s popular blog neatly summarising How to Work Out Loud #wol by John Stepper. It asks you these three growth mindset questions: What am I trying to accomplish? Who can help me? How can I contribute to them to deepen our relationship?

My journey to “Working Out Loud” is a story of personal development, openness and helping to improve the way we work. I joined Glaxo, a global healthcare company, in 1991.

Does this ring any bells…? I used a huge WANG computer with floppy disks.  Microsoft Office (Word, PowerPoint, Excel) and emails were replacing fax. “Surfing the Internet” became a new idiom.  I created some of the company’s first Microsoft FrontPage intranets. I became fascinated about how to speed up laborious office tasks.

It was 10 years ago when I first used Facebook “for work” – to stay connected to some great people I met whilst on a course in the US.  Success was about sharing and building on our collective knowledge and retaining new friendships. So we turned to Facebook and it’s been instrumental in retaining these connections – and, as we have all experienced, it’s so much more!

By the way, Facebook at Work is currently in beta test so you can clearly see how the power of social networking is influencing the future of work.

In parallel at that time, Glaxo (now GSK) also launched numerous internal social networks ‘vertically’ driven by “command and control” business silos. Over time I became passionate about ESN business value and was appointed as the Corporate Comms Yammer Community Manager. I’m proud of the work I did in this role in partnership with GSK IT, and the GSK Brand Team to make Yammer the sustainable network it is today.

Today, whatever ESN you use, success is about approaching it with the right mindset. For me, it’s Working Out Loud in A Network #wolan

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My #wolan framework expands on John Stepper’s Working Out Loud mindset and how it can practically be adopted inside organisations working towards digital transformation. #wolan is now endorsed by Microsoft, Digital Workplace Group (DWG) and GSK’s German Works Council.

Let me explain what #wolan can do for your business.  It can help to decrease email dependency; position the ESN business case; create ESN governance; enable ESN adoption; align ESN to strategies & projects and ultimately business value; highlights ESN sustainable success stories; demonstrate your company culture – behaviours and values; demonstrates how ESN can be embedded into apps, processes, systems and tasks; raises the relevance of “business intelligent” hash tags, and a template to create your own framework.

Whilst at GSK and since leaving last year, I’ve experienced and documented the benefits of digital transformation enabled by ESNs in a series of blogs. These explained how you can shift employees from sending random emails with a handful of colleagues and operating in vertical silos to operating in horizontal ESNs that help to generously share work with a purpose, encourage serendipity and offer better ways of working that demonstrate business value.

Look at these ESN success stories in a Sales Team, HR, Factory network, Fundraising, small project teams to employee engagement, advocacy tactics, campaigns and strategies. There is pretty much something for every sector, and scalable to help you on your journey to “Working Out Loud”. Here’s just a snippet of senior leader feedback from these great success stories.

 

Comms “Yammer has been without a doubt the “hero” channel for our employee fundraising. An incredible opportunity for any engagement/advocacy programme, as it enables real time collaboration, healthy competition and celebration of fundraising activities and sharing success fast! Yammer can reach everyone in the company and cuts through the communications noise. It has taken us well beyond one-way push communications and PowerPoint!”  Director, Global Communications & Government Affairs

 

HR “Our Yammer On-Boarding group is a great way to connect new hires with those that have just joined before them and SMEs. Nip and nurture new hires in the bud to encourage a collaborative culture and mind-set.” VP, HR Operations

 

If you’re interested in finding out more about Working Out Loud, come along to one of these forthcoming events:

16 May: IABC UK – Future Fit Communications

5-8 June: IABC World Conference, New Orleans join IABC President NSW Australia, Mark Woodrow, “Working Out Loud” session. Mark is a former Yammer Customer Success Manager.

TBC August: I am working with Kirsty Brown on an event with digital transformation expert Allison Maguire, and Employee Engagement Alliance (EEA) on “Working Out Loud”.

Lesley Crook is a Digital Transformation Consultant

Future Fit Communications: Our speakers

mikeMichael Ambjorn, Founder, AlignYourOrg

Michael Ambjorn is founder of Align Your Org, and passionate about helping changemakers achieve purpose-driven impact. Michael is also International Chair of IABC, the International Association of Business Communicators, and he is the facilitator for IABC’s 2014–17 strategy. Michael has held leadership roles at IBM, Motorola and the 260–year–old Royal Society for the Encouragement of Arts, Manufacture and Commerce (RSA), where he remains an active Fellow.

https://twitter.com/michaelambjorn

https://www.linkedin.com/in/michaelambjorn

https://alignyour.org

babuAshish Babu, Director of Communications – UK & Europe, Tata Consultancy Services

Ashish is responsible for creating and implementing communications programmes across 21 countries. With special focus towards enterprise and consumer technology, he has developed award-winning campaigns such as ElectUK mobile app and the #TCSsuperheroes narrative. Prior to TCS, Ashish was also an integral part of the launch team at Tata Sky (Newscorp & Tata JV) where he developed and implemented a nationwide communications strategy and has held senior roles with global PR agencies when in India.

https://twitter.com/ashishb24

https://www.linkedin.com/in/ashish-babu-0b9522

www.tcs.com

ezriEzri Carlebach, consultant, writer, lecturer

Ezri Carlebach is a writer, lecturer, and consultant with over 20 years’ experience in corporate communications, public relations, and internal comms. He has worked for government, non-profit, and FTSE 100 organisations, and now splits his time between Turin, Brussels, and London with a variety of clients. He is also Visiting Lecturer in Public Relations at the University of Greenwich.

https://twitter.com/ezriel

https://www.linkedin.com/in/ezrie

www.ezricarlebach.com

coniKeith Coni, Deputy Director of Capability, Standards & Professional Development, Cabinet Office

Keith led on professional capability for the Government Communications Service (GCS) from March 2015 until April 2016. In this time he introduced a cross-GCS skills survey, covering 4,000 communicators. Prior to this he ran a GCS programme of communication and marketing capability reviews. Keith’s previous roles in government include head of campaigns at Change4Life with the Dept of Health and Cabinet Office Transparency communications. Before joining the Civil Service he was a group account director at McCann-Erickson London, where he worked for seven years on global and national business.

https://twitter.com/KeithConi

https://www.linkedin.com/in/keith-coni-a23b554

https://gcs.civilservice.gov.uk

crookLesley Crook, Internal Digital Strategy Advisor, Enterprise Strategies

Lesley is a digital client adviser at Enterprise Strategies where she designs digital transformation frameworks that decrease email dependency. Prior to joining Enterprise Strategies, Lesley was Internal Digital Communication Manager at GSK where she worked in partnership with IT to deliver many global digital projects. Lesley is experienced in social media, intranet governance, reward & recognition programmes and events management.

https://twitter.com/LAC999

https://www.linkedin.com/in/lesley-crook-5b92098

www.enterprisestrategies.com/

gayGay Flashman, Founder and CEO, Formative Content

Gay is the Founder and CEO of Formative Content, a fast-growing content marketing agency helping corporate clients around the world develop and share high quality content about their businesses. Gay is a journalist with more than 20 years’ experience in television news at Channel 4 News, Channel 5 News and the BBC.

https://twitter.com/g_flashman

https://www.linkedin.com/in/gayflashman

www.formativecontent.com

andyAndy Gibson, Founder, Mind Apples

Andy is a writer, entrepreneur and campaigner specialising in culture change and innovation. He founded the “5-a-day for your mind” campaign, Mindapples, co-founded the education web start-up, School of Everything, and helps organisations innovate through his consultancy, Sociability. His current research interests encompass management theory, leadership, psychology, wellbeing, secular spirituality and the future of work.

https://twitter.com/gandy

https://www.linkedin.com/in/gandrew

www.andrewgibson.org

darrenDarren Lilleker, Associate Professor of Political Communication, Bournemouth University

Dr Darren G. Lilleker is Associate Professor in Political Communication the Faculty of Media and Communication, Bournemouth University. His expertise is in the professionalization and marketization of politics, and the psychological impacts on citizen engagement and participation. The monograph Political Communication and Cognition offers a synthesis of this work. He teaches across the fields of politics and public relations, and outside of work Darren retains his love for rock and punk music and motorbikes.

https://twitter.com/DrDGL

https://www.linkedin.com/in/dlilleker

http://staffprofiles.bournemouth.ac.uk/display/dlilleker

mattMatt O’Neill, Consultant, Futurist.Matt

Futurist Matt O’Neill helps organisations better prepare, predict and execute their positive futures. His approach is centred around collaboration and he’s certain that discovering the future is also a collaborative process. Matt won’t present you with a theoretical strategy which will be left on the shelf while your business is left behind. He will work with you to create a roadmap, supported by rich media, live events and in a generous spirit of curiosity.

https://twitter.com/mattoneill

https://www.linkedin.com/in/mattone

www.modcommslimited.com

unaUna O’Sullivan, Head of Internal Communications – Global Financial Services, KPMG

Una O’Sullivan heads up internal communications for KPMG’s Global Financial Services business. Before that, she led the Global FS knowledge management program, which gives her the advantage of knowing all the rat runs around the business. In her spare time, she plays piano and runs (slowly, in both cases), and is a leader with Scouting Ireland.

https://twitter.com/Una_hello

https://www.linkedin.com/in/unaosullivan

https://home.kpmg.com/uk/en/home.html

joannaJoanna Osborn, Head of Customer Communications, GE Oil & Gas

https://twitter.com/ge_oilandgas

https://uk.linkedin.com/in/jorosborn

www.geoilandgas.com

susanSusan Walker, Head, AES Communication Research

Communication measurement and employee engagement research specialist Susan wrote the book “Employee Engagement and Communication Research” and ran the IABC online employee Research Academy course. Her background includes internal communication, and heading the human resource and communication research practice at MORI. Susan is an IABC Accredited Business Communicator and last year received the Chairman’s award for dedicated service to IABC.

https://twitter.com/suseew

https://www.linkedin.com/in/susan-walker-9515253

www.commevaluation.com

OUR SPONSORS

Future Fit Communications is kindly supported by:-

abbotScarlettabbott powers conversations that connect, engage and motivate your people to deliver great business results. Passion, energy, originality and fun goes into every piece of work we deliver. @scarlettabbott / www.scarlettabbott.co.uk

commCommunicate magazine – the single voice for corporate communications and stakeholder relations. @communicatemag / www.communicatemagazine.co.uk

pitchPitchPack creates unique marketing and communication collaterals which embed video screens into printed brochures, books and briefing packs. [email protected] / http://bit.ly/pitchpack