New York, NY – The Institute for Public Relations (IPR) will award the 2024 IPR Jack Felton Medal For Lifetime Achievement to Pauline Draper-Watts, Partner at Abacus Insights Partners. The award will be presented at the 62nd Annual IPR Distinguished Lecture and Awards Gala on Dec. 4, 2024, at The Lighthouse at Chelsea Piers in New York City.The IPR Jack Felton Gold Medal is an award for lifetime achievement given to an individual for their contributions in advancing the importance of significant use of research, measurement, and evaluation in public relations and corporate communication practice.“Pauline has paved the way for meaningful, science-driven measurement in the field of public relations,” said Angela Dwyer, IPR Measurement Commission Director and Head of Insights at Fullintel. “In addition to elevating her clients and the profession, she has promoted the success of others along the way as a thoughtful mentor. I couldn’t think of a more deserving person to receive this recognition of a lifetime.”Draper-Watts has more than 30 years of experience in research, measurement, analytics, and insights within the public relations industry. She is currently a Partner at Abacus Insights Partners, a boutique consulting firm. In this role, she counsels clients in transforming data into meaningful insights and providing analysis to inform future planning. This includes working in more specialized areas such as analyst relations and employee communications.   Prior to joining Abacus Insights Partners, Draper-Watts led the measurement and analytics practice at Edelman. She also co-founded one of the earliest media measurement companies in Europe, Computerised Media Services (Precis), which was a founding member of AMEC (International Association for Measurement and Evaluation of Communication). Since then, she has continued to collaborate with various industry groups, including the IPR Measurement Commission, AMEC, ICCO, and PRSA, and played a role in crafting the first two iterations of the Barcelona Principles.“Pauline Draper-Watts embodies the spirit of the IPR Jack Felton Medal for Lifetime Achievement with her pioneering work in research and measurement setting a new standard for excellence in public relations,” said Dr. Tina McCorkindale, President and CEO of the Institute for Public Relations. “Her dedication to advancing our field through rigorous, data-driven insights has made a lasting impact, and we’re looking forward to recognizing her for her outstanding contributions.”Reserve your Seat(s) to the 62nd Annual IPR Distinguished Lecture & Awards DinnerTables of 10 are available for $6,000 and individual tickets are $600 for the awards dinner. The price includes a networking cocktail, the awards dinner, and Distinguished Lecture. Visit the IPR website to learn more about the 62nd IPR Annual Distinguished Lecture & Awards Gala.About the Institute for Public RelationsThe Institute for Public Relations is an independent, non-profit research foundation dedicated to fostering greater use of research and research-based knowledge in corporate communication and the public relations practice. IPR is dedicated to the science beneath the art of public relations. IPR provides timely insights and applied intelligence that professionals can put to immediate use. All research, including a weekly research letter, is available for free at instituteforpr.org.Media ContactBrittany Higginbotham Communications & Outreach ManagerInstitute for Public Relationsbrittany@instituteforpr.org352-392-0280 ...

Over a decade ago, United Minds first sought to understand how employees were engaging with and talking about their employers. What we identified turned out to be an important global trend in brand reputation: employees in countries worldwide were speaking out on behalf of their organizations unprompted, using their nascent social media platforms.Since 2014, we have run similar studies with significant findings: in 2017, we identified an emerging risk when employees’ experience did not match what employers were saying externally. In 2021, amid the COVID-19 pandemic, employees were searching for meaning. In our global survey of 1,977 employed adults across 14 countries completed earlier this year, we found that investments in employee engagement are paying off, and satisfaction is up across the board.In 2024, employee perceptions were up in every category by an average of six points. A few examples:– 67% of employees in 2024 agreed that they receive fair pay and benefits, compared to 54% in 2014.– 65% of respondents agreed that they have the training and resources they need, versus 60% who said the same in 2014.– 66% of employees agreed that their leadership is “creating a good culture” compared to 52% in 2014.– 67% of employees agreed that their leadership’s actions reflect organizational values (vs. 58% in 2014).– 74% of respondents agreed that they put a “great deal of effort” into their job (vs. 71% in 2014) and 69% reported caring about their employer’s purpose (vs. 65% in 2014).While this data might seem surprising against the narrative in the media, from the great resignation to quiet quitting, there is an encouraging explanation. Focus on employee communications and engagement significantly increased throughout the COVID-19 pandemic when employers had to redefine ways of working overnight, and leadership moved employees to the top of the list of important stakeholders.Despite this good news, it’s also clear that the bar is getting higher for employers; as employees’ level of satisfaction is rising, so too are their expectations.Employees are now less likely to advocate on behalf of their organization compared to a decade ago; less than half have recommended their employer as a “great place to work” (49% vs. 58%), encouraged others to buy company products or services (43% vs. 57%), or defended their employer to others (37% vs. 59%). They are also more likely to be open to new opportunities, with 40% of employee respondents being willing to change jobs tomorrow if given the chance (vs. 35% in 2014).So, while it might be tempting to take a victory lap, or even to become complacent in prioritizing employee communications, more (smart) work can be done to boost advocacy, retention, and communications – both internally and externally.High-quality, aligned internal communication improves employee morale and pride. Those who agreed that they receive quality, aligned communication from their employer returned an average of 4X higher agreement across all positive statements compared to those who disagreed. Some of the largest benefits included:– Increased employee pride in their employer (81% vs. 15%, up 5.4X)– Increased pride in their CEO (71% vs. 10%, up 7.1X)– Agreement that they were given the proper resources to do their job well (75% vs. 13%, up 5.5.X)– Agreement that their employer cares about their physical and mental health and wellness (76% vs. 10%, up 7.6X)External communications remain critical as strong corporate reputation helps build connection with and advocacy of the workplace. Those who agree their employer has a good reputation return an average of 2.2X higher agreement across all positive statements vs. those who disagree. Some of the biggest benefits include improved feelings of value (80% vs. 32%, up 2.5X) and morale (75% vs. 28%, up 2.7X), along with increased feelings of connection with employers (77% vs. 24%, up 3.2X).Communication leaders should focus on the following areas to continue to drive impact: 1.) Continuing to build leadership effectiveness: despite increased transparency, only 55% of employees agreed that they admire their CEO, the lowest score in the study. Ensuring executives are well-positioned internally and externally via comprehensive platforms and visibility plans will help build continuity and make communications around succession planning less fraught.2.) Increasing employee resilience through manager development: 78% of employees reported that they have experienced at least one workplace disruption within the past year. Supportive managers are a key buffer against some of the negative impacts of change in the workplace. Developing and supporting this critical group – not only during change events but in their day-to-day roles – is critical. In addition, connecting necessary changes to the organization’s mission and vision, providing on-going transparency through examples of successes and lessons learned, and (to the extent possible) minimizing “death by a thousand cuts” will help to build resilience within the organization.3.) Creating smart channel strategies: when it comes to channels, email remains the single most preferred source of information for a majority of employees (60% in 2024 vs. 59% in 2014). Signaling an interest in returning to workplaces (at least part time), 69% of employees prefer some form of face-to-face communications (e.g., manager meetings, 1:1s, group meetings). Print and digital channels have taken a hit; one in 10 employees or fewer prefer getting information from social media, newsletters, mailers or posters.4.) Navigating societal issues: 67% of employees believe that organizations have a responsibility to speak up, even on potentially sensitive topics. However, employees disagree on which topics are appropriate for their employer to tackle. Getting a pulse on employee perceptions, along with what other stakeholders care about, will serve as a good foundation for a framework to quickly determine if and when employers should take a stand.It’s clear that communications as a strategic function is driving significant business results. Communicators have an opportunity to continue to reach higher to meet and exceed the bar employees have set. Kate is the Chief Executive Officer of United Minds, a global change consultancy that helps Fortune 500 clients transform their organizational strategy and effectiveness. Kate previously founded Weber Shandwick’s Employee Engagement and Change Management Center and developed it into one of the agency’s most in demand specialties before ultimately spinning it into United Minds. For over two decades, Kate has partnered with senior executives on enterprise organizational change, fostering purpose and values-driven cultures, and building employee experience strategies to attract and retain top talent. Kate has been a trusted advisor to a variety of clients, ranging from nonprofits to Fortune 100 companies, including KPMG, Fannie Mae, FMC, Johnson & Johnson, Nespresso, The New York Times Company, Novartis, The Population Council, Pacific Gas & Electric and The United Nations Foundation. ...

This summary is provided by the IPR Organizational Communication Research Center.Dr. Cen April Yue, Dr. Sifan Xu, Dr. Weiting Tao, and Dr. Lei Vincent Huang examined how supervisors’ use of motivational language in workplace communication can facilitate a new employee’s adjustment, strengthen their relationship with the organization, and promote their psychological well-being over time.A two-wave longitudinal survey of 390 full-time U.S. employees was conducted. The first-wave of survey data was collected in February and March 2022, while the second-wave was gathered in June and July 2022.The following types of language and their impact on employees were studied:– Meaning-making language: language that emphasizes acknowledging employees’ unique contributions.– Direction-giving language: language that offers precise instructions, expectations, and rewards to employees.– Empathetic language: language that presents a leader’s comprehension of the feelings of their followers, showing compassion.Key findings include:1.) When supervisors increased their use of direction-giving language and meaning-making language over time, newcomers had an easier time adjusting to their new workplace. – However, supervisors’ increasing use of empathetic language did not have any impact on newcomer adjustment. 2.) When newcomers experienced smoother adjustment in the workplace, their relationship with the organization became more positive. 3.) When newcomers experienced smoother adjustment in the workplace, their overall psychological well-being was improved. 4.) Supervisors’ increased use of direction-giving language and empathetic language directly improved newcomers’ relationships with the organization. Read the original study here. ...

With all the coverage of presidential politics, it is easy to overlook the recent major U.S. Supreme Court cases. These cases rule on issues ranging from the level of power held by agencies to the role the government can play in combatting disinformation. For PR practitioners, these cases will have a major impact on the way communication will be practiced in the future. Here is an overview of the major cases this term and what they mean for communicators:Administrative Agency PowerWhat does a ruling about a fishing case have to do with public relations? Well, a lot. Since 1984, U.S. Supreme Court case law has given major deference to administrative agencies’ interpretation of the statutes they administer. That standard, articulated in Chevron U.S.A., Inc. v. Natural Resources Defense Council, Inc., was commonly referred to as Chevron deference. The standard stated that when evaluating whether agency interpretations of law were constitutional, courts first had to ask if Congress had specifically addressed the issue. If not, then the agency only had to prove that their interpretation was reasonable. That second step allowed agencies great deference, and ultimately courts had to go along with agency interpretations even if the court had a different, legally sound interpretation. For 40 years, the impact of this decision has given rise to increasingly powerful federal agencies whose rulemaking and implementation were largely approved by federal courts. However, the constitutionality of Chevron was challenged by two cases: Loper Bright Enterprises v. Raimondo, and its companion case, Relentless v. Department of Commerce. Both cases involved the fishing industry and regulations placed on fishermen to maintain sea monitoring required by the Department of Commerce and its subsidiary agencies. The U.S. Supreme Court, in a 6-3 vote, held that the Department of Commerce overstepped its authority in these cases in a decision that struck down Chevron deference. No longer are courts required to defer to agencies. Instead, courts now have more power to interpret statutory ambiguities.In a practical sense, this decision weakens agencies and empowers courts. In a regulated industry like public relations, practitioners should expect regulations by federal agencies, such as the Federal Trade Commission (FTC), Securities and Exchange Commission (SEC), and Federal Communications Commission (FCC), to be overturned more regularly when challenged in federal courts. This means that agency laws may not have the staying power they once did. Can States Regulate Social Media?One of the most anticipated cases for communicators was Moody v. NetChoice and its companion case, NetChoice v. Paxton.  The pair of cases addressed recent laws passed in Florida and Texas that were designed to regulate how social media companies control content. Florida’s law prohibited social media platforms from removing a candidate running for office permanently from a platform. Texas’s law banned platforms from taking down content based on viewpoint discrimination. The states argued that social media companies were discriminating against conservative content online.Two trade associations, NetChoice and the Computer & Communications Industry Association, challenged these laws, stating that social media companies should have the same First Amendment protection afforded to traditional media, such as newspapers. The lawsuits resulted in a split decision with the Eleventh Circuit Court of Appeals upholding a preliminary injunction against the Florida law and the Fifth Circuit Court of Appeals striking down an injunction against the Texas law. In a unanimous decision, the U.S. Supreme Court sent both cases down to the circuit courts to reevaluate the laws’ implications on social media more broadly, rather than the narrowly analyzing based on large companies, such as Meta and YouTube. In the majority opinion, Justice Elena Kagan noted that there was a serious implication for the First Amendment and the role of social media platforms in curating content. She acknowledged the issue of how First Amendment jurisprudence has application to the modern reality of social media. She wrote:“While much about social media is new, the essence of that project is something this Court has seen before. Traditional publishers and editors also select and shape other parties’ expressions into their own curated speech products. And we have repeatedly held that laws curtailing their editorial choices must meet the First Amendment’s requirements.”However, Kagan noted that these state regulations went well beyond curated social media feeds, but also could affect communications such as customer reviews and even email filters. The implications for PR practitioners are significant if states can regulate the content curation and community standards of social media platforms. However, as of now, communication professionals will have to wait and see how this develops. It is an issue that will likely be back on the docket in the future.Combatting DisinformationThe criticism of social media outlets targeting conservative speakers was also analyzed in Murthy v. Missouri on June 26.  In that case, the Attorney Generals of Missouri and Louisiana filed suit claiming that social media companies were working with the Biden administration to censor conservative speech online. The lawsuit included several high-level federal officials, including Surgeon General Vivek Murthy. The lawsuit was the result of a larger criticism of social media in which conservatives claimed they were censored by community standards and other editorial decisions by specific platforms. This allegation was fueled by the release of information, including so-called “Twitter files” released in 2022 to select journalists in which allegations were made that the U.S. government was working with Twitter to suppress certain speech (others said the files only showed Twitter struggling with complex community standards issues). The lawsuit alleged that the U.S. government’s involvement with social media companies constituted a violation of the First Amendment because the U.S. government was engaging in content-specific discrimination in concert with social media companies.The Court, however, took a different approach to the case. Instead of ruling on First Amendment grounds, the Court, in a 6-3 decision containing both conservatives and liberals, held that the Attorney Generals did not have Article III standing to bring the lawsuit. That means they are not the proper parties entitled to sue, and the holding did not address the underlying First Amendment claims. For PR practitioners, it is likely that these issues of content moderation and control will continue. If the level of control is weakened, then social media platforms and their content will change dramatically. This presents strategic communication issues for PR practitioners engaging in reputation management and regular social media content creation.PR practitioners should expect the issues around social media, agency regulation, and content control to continue. This is particularly important as artificial intelligence is still largely unregulated, and the role of content management has become an increasingly politicized issue. Communicators should be prepared for more volatility in administrative regulations of communications considering the demise of the Chevron doctrine and expect the role of law and regulation for communication to be changing are a faster, and perhaps more unpredictable, pace. Cayce Myers, Ph.D., LL.M., J.D., APR, is the Legal Research Editor for the Institute for Public Relations and is a member of IPR Elevate. He is the Director of Graduate Studies and Professor at Virginia Tech, School of Communication. ...

This summary is provided by the IPR Organizational Communication Research Center and IPR Digital Marketing Research Center.Dr. Shan Xu and colleagues examined potential threats of technology in the workplace, specifically the adoption of artificial intelligence (AI).Three online surveys of Americans were conducted. The first surveyed 890 participants in March 2022, the second surveyed 671 participants in April 2022, and the third surveyed 553 participants in May 2022.Key findings include:1.) Attitudes toward AI adoption in the workplace became increasingly negative over the three-month study period.2.) Using the lens of diffusion of innovation theory, the study identified four significant attributes that may lead to more positive attitudes toward the adoption of AI over time:– Relative advantage (the degree to which an innovation is perceived as advantageous)– Compatibility (the degree to which an innovation is viewed as being consistent with current practice or addressing needs)– Observability (the degree to which the adoption of an innovation is visible to others)– Threat (individuals’ perceptions regarding their susceptibility to and the resulting severity of technologies)Read the original article here.Authors:Shan Xu, Ph.D., Texas Tech UniversityKerk F. Kee, Ph.D., Texas Tech UniversityWenbo Li, Ph.D., Stony Brook UniversityMasahiro Yamamoto, Ph.D., University at AlbanyRachel E. Riggs, Ph.D., University of North Florida ...

 Rethinking Employer Branding The world of work underwent a significant shift in the wake of COVID-19, prompting organizations to reassess their strategies for attracting and retaining top talent. Central to this recalibration is the concept of employer branding – how a company presents itself as an employer, showcasing its values, culture, and overall appeal to prospective employees. Despite their critical importance, many organizations grapple with disjointed approaches to employer branding and internal communications. A significant challenge arises from the disconnect between these two vital functions. While employer branding endeavors to shape the external perception of the organization as an employer of choice, internal communications focus on fostering engagement and alignment among current employees. Yet, in practice, the lines between these functions often blur, leading to confusion over ownership and missed opportunities for collaboration. Also, where the functions sit makes a difference in the level of support, trust, and resources available. The COVID-19 pandemic has reshaped how we work, prompting a need to rethink employer branding strategies. Here are some key trends that reflect the state of work, the workplace, and the workforce. — Social Media Influence: Job seekers increasingly turn to social media for company information. Glassdoor reports that 50% of them do so.— Future of Hiring: LinkedIn’s survey of recruiters across 23 countries reveals that employer branding ranks among the top three forces shaping the future of hiring.— Talent Attraction: Companies are prioritizing employer branding efforts to attract talent, with 38% focusing on aligning their brand with retention and showcasing remote and hybrid work environments.— Employee Influence: LinkedIn notes that employer brand significantly influences job consideration among both individual contributors and managers. Pivotal to this shift is the role of internal communications, which fosters employee engagement and shapes organizational culture. To stand out in attracting talent, organizations must prioritize their employer brand, with employees at the heart of the engagement. Employer branding encompasses the benefits associated with employment at a company, including its image and values. While prospective employees are the primary audience, current employees play a crucial role through referrals and advocacy. Even former employees (alums) contribute to promoting the employer brand. However, research reveals that organizational initiatives are often disjointed, lacking a cohesive approach to engaging with prospective candidates and alums. According to a Universum 2023 study, 78% of respondents believe employer branding is a priority, yet only 60% of CEOs feel they own employer branding, indicating a gap in execution. Little is done to co-create the employer brand alongside employees. Employer Branding and Internal Communications | Overlap and Opportunities Employer branding refers to how a company presents itself as an employer, encompassing its reputation, values, and culture. It’s what makes a company unique and attractive to potential employees. Internal communications involve the communication processes within an organization, including how information is shared, feedback is given, and the organizational culture is nurtured. It ensures that employees are informed, engaged, and aligned with the company’s goals. Organizations often have disjointed approaches to employer branding and internal communications. They may lack clarity on ownership and fail to involve employees in shaping the employer brand. This can lead to inconsistencies in messaging and missed opportunities to leverage employee advocacy. Despite the disconnect, there are natural overlaps between employer branding and internal communications. Both aim to engage employees, shape organizational culture, and promote a positive employer image. By aligning efforts, organizations can amplify their messaging and create a more cohesive employee experience. Partnering for Co-Creation Understanding Employer Brand Dynamics: Research underscores the profound impact of employer branding on talent acquisition and retention. LinkedIn’s study highlights that an employer brand is twice as likely to influence job consideration compared to the company’s brand alone. Moreover, organizations boasting a robust employer brand experience lower turnover rates, showcasing the tangible benefits of effective branding strategies. Also, a study in Sweden highlights the boundary-spanning abilities of employees as advocates and ambassadors for improving employer branding. By integrating insights from such research, organizations can develop a deeper understanding of how their employer brand influences employee perceptions and behaviors, enabling more targeted and impactful co-creation efforts. Navigating Workplace Pressures: Gallup’s comprehensive research highlights the myriad pressures facing today’s workforce, from heightened ownership demands to restructuring initiatives and budget constraints. These stressors have precipitated a culture of burnout, underscoring the imperative for internal communications to prioritize employee well-being and foster resilience amidst adversity. By aligning employer branding initiatives with efforts to address workplace pressures, organizations can demonstrate their commitment to employee welfare, promoting a positive employer brand that resonates with current and prospective employees. Addressing Disconnection Between Leadership and Employees: A glaring disparity persists between organizational leadership and employees, particularly regarding return-to-office guidelines. Gallup’s findings reveal a widespread perception of bias among employees, emphasizing the need for internal communications to bridge this gap and cultivate transparency and alignment between leadership directives and employee sentiments. Through transparent and open communication channels, organizations can foster trust and collaboration, bridging the gap between leadership and employees and enhancing the authenticity of their employer brand. Prioritizing Internal Communications: Edelman’s Future of Corporate Communication Study shares the rising prominence of internal communications in shaping organizational culture and driving employee engagement. As Chief Communication Officers and CEOs prioritize internal communications, organizations are poised to leverage this function as a strategic asset in enhancing employer branding efforts. By investing in internal communication platforms and fostering a culture of open and transparent communication, organizations can strengthen employee engagement and alignment with the employer brand, driving positive outcomes for talent acquisition and retention. By drawing on the strengths of the employer branding and internal communication functions and co-creating solutions with employees, organizations can develop a more holistic and impactful approach to attracting and retaining talent. This collaborative approach not only elevates employee engagement and alignment but also strengthens the organization’s reputation as an employer of choice in a post-pandemic world. Dr. Aniisu K. Verghese is an accomplished communicator and Prosci® Certified Change Management Practitioner, renowned globally for his prowess in internal communications and personal branding. Recognized as a LinkedIn Top Voice for Internal Communications and Personal Branding in 2023, he moved to Australia on a Permanent Residency Visa under the government’s Global Talent Program. With a robust 24-year track record, Aniisu, the IABC APAC Communicator of the Year (2022), has left an indelible mark on the industry. Notably, he started and runs his own consultancy, Intraskope sp. zoo, focusing on empowering organizations and leaders through effective communication strategies. Explore more of Aniisu’s wealth of experience on his website www.intraskope.com and his blog, www.aniisu.com, where he shares valuable insights from his journey. ...

Dr. Jieun Shin and colleagues examined the extent to which normative values (e.g.,factual reporting and public importance) in news stories contribute to actual engagement such as sharing, liking, and commenting compared to social media values (e.g., perceived popularity).Two online surveys were conducted in May 2022; one surveyed 761 journalists and the other surveyed 6,390 consumers.Key findings include:1.) Journalists tended to judge normative values more critically than consumers.2.) The social media value of news was positively associated with user engagement, meaning the more popular the news was perceived to be, the more likely it was to be shared.3.) News that was perceived as “inaccurate” by journalists and consumers was shared more on Facebook than news perceived to be “accurate.”Read the original article here.Authors:Jieun Shin, Ph.D., University of FloridaSeth C. Lewis, Ph.D., University of OregonSoojong Kim, Ph.D., University of California, DavisKjerstin Thorson, Ph.D., Michigan State University ...

After years of skepticism in the wake of the 2008 financial crisis, the global banking industry has clawed its way back and regained the trust of customers and employees.That is one of the main conclusions from the 2024 Edelman Trust Barometer: Financial Services Edition. The report conducts a deep dive into the financial services sector, examining what people think about the companies they rely on, work for, and entrust with their money and financial future. The report surveyed more than 32,000 people in 28 countries.The findings provide financial services companies with valuable information on the perceptions of the broad population. Although there are certainly bright spots, findings also indicate that the industry can do more to communicate its value as a trusted adviser.Trust in Financial Services Is RisingGlobal trust in financial services is up four percentage points from last year to 62%, and the industry sits solidly in the “trusted” category for the first time since the Global Financial Crisis. Attitudes toward financial services also improved due to the industry’s performance during the pandemic, when people turned to financial providers for emergency loans and witnessed the sector stepping up with relief programs and propping up global economies.High-income individuals are the most trusting of financial services, perhaps due to greater exposure and interaction than other income groups. Low-income respondents and those over 55 years old are among the least trusting cohorts.Around the world, the financial services industry now ranks at an all-time high for trust in half of the countries surveyed. Nigeria, Saudi Arabia, and Colombia saw double-digit growth in trust. U.S. trust in the sector dipped two percentage points to 55%, which may be the result of overhang from last year’s regional banking crisis. Nine countries, including the UK, Japan, and Argentina, distrust financial services.In the banking sector, two-thirds of survey respondents said they trust financial institutions. This represents a 12-point increase over the past decade and is reflected in all genders, ages, and income levels.How To Win TrustIt isn’t easy to win the trust of skeptical constituencies, many of whom base their perceptions of the financial industry on their own personal experiences. Still, financial services firms can pursue several strategies to win trust:—Showcase the data: Financial services companies sit on enormous stockpiles of data that can be used to provide real-time knowledge about the economy, sustainability, and personal wealth. Use that data to back up your unique point of view. Such data are often confined to individual silos within an organization, inhibiting their value.—Provide trustworthy content: Owned content and social content currently sit in the “distrusted” category for respondents. That sentiment changes, however, when respondents are asked about the owned and social media from companies and individuals they trust. With financial services now sitting in the “trusted” category, this is an opportunity for companies to advance their content strategies.—Look to your workforce: The survey found that employees of financial services companies are among the most trusting of their employers, so why not use them as your brand ambassadors? Fresh buzz about the company from the people who work there can also help attract the best talent.—Lead your way to change: The Trust Barometer broadly found that business overall maintained its position as the only trusted institution in the survey at 63%, ranking 52 percentage points higher than government when it comes to competence. As the most trusted segment, business has the power and responsibility to lead. That means leaders can take a stand on issues that are important to their company and workforce. By partnering with institutions that currently aren’t trusted – such as government – CEOs can drive global change.See the full report here. Deidre H. Campbell is the Managing Director of Financial Services at Edelman Smithfield, comprising 350 executives in 33 offices. Focused on building trusted relationships with key stakeholders, the team partners with financial services companies around the world to evolve their communications and marketing. ...

New York, NY – The Institute for Public Relations (IPR) is thrilled to announce the winner of the 2024 IPR Lifetime Achievement Award is Bill Imada, Chairman and Chief Connectivity Officer of IW Group, Inc. The award will be presented at the 62nd Annual IPR Distinguished Lecture and Awards Gala on Dec. 4, 2024, at The Lighthouse at Chelsea Piers in New York City. The IPR Lifetime Achievement Award is the highest honor IPR bestows to an individual who has made major contributions to the practice of public relations, including effective use of research. It honors the person whose character exemplifies leadership through demonstrating the power of effective use of public relations and research while living the values of integrity, humility, and stewardship.“Bill Imada always strikes me as the quintessential role model for communication leadership in our times,” said Pat Ford, professional-in-residence at the College of Journalism and Communications at the University of Florida. “His extraordinary success in building a powerful marketing and PR agency is even more impressive when seen in the context of his tireless advocacy for millennial and Gen-Z professionals and students and his inspirational leadership among AAPI leaders and advocates.” Imada co-founded IW Group in 1990 and has worked alongside top companies, including AARP, Lexus, McDonald’s, Nielsen, Southern California Edison, Walmart, Walt Disney, Warner Bros., Wells Fargo, and many others. As a specialist in multicultural and generational marketing, Bill is one of the leading experts in reaching diverse consumer and B2B markets. He’s active in civic and community affairs and serves on more than seven boards and advisory councils, including the Institute for Public Relations Board of Trustees. Bill is also the founder of the National Millennial and GenZ Community. “Bill Imada is a dedicated advocate for progress, always taking the lead and inspiring others to take action,” said Dr. Marcia DiStaso, Associate Dean of Research at the University of Florida. “His achievements and the number of people he has impacted through his career speaks volumes. He has surpassed his goal of connecting others to what truly matters in life.”Reserve your Seat(s) to the 62nd Annual IPR Distinguished Lecture & Awards DinnerTables of 10 are available for $6,000 and individual tickets are $600 for the awards dinner. The price includes a networking cocktail, the awards dinner, and Distinguished Lecture. Visit the IPR website to learn more about the 62nd IPR Annual Distinguished Lecture & Awards Gala.About the Institute for Public RelationsThe Institute for Public Relations is an independent, non-profit research foundation dedicated to fostering greater use of research and research-based knowledge in corporate communication and the public relations practice. IPR is dedicated to the science beneath the art of public relations. IPR provides timely insights and applied intelligence that professionals can put to immediate use. All research, including a weekly research letter, is available for free at instituteforpr.org.Media ContactBrittany Higginbotham Communications & Outreach ManagerInstitute for Public Relationsbrittany@instituteforpr.org352-392-0280 ...

New York, NY – The Institute for Public Relations (IPR) is pleased to announce that Natalie Tindall, Ph.D., APR, is the winner of the 2024 IPR Pathfinder Award. Dr. Tindall serves as the Director of the School of Advertising & Public Relations at the Moody College of Communication at the University of Texas at Austin. The award will be presented at the 62nd Annual IPR Distinguished Lecture and Awards Gala on Dec. 4, 2024, in New York City.The IPR Pathfinder Award recognizes an individual who has made significant and sustained contributions to the body of knowledge and practice of public relations through published research. In addition to demonstrating outstanding and noteworthy achievements that have inspired others, the winner has bridged the practitioner and academic community through their portfolio of research.“Dr. Tindall’s groundbreaking research and tireless advocacy for diversity have profoundly impacted the field of public relations,” said Marcia DiStaso, Ph.D., Associate Dean of Research at the University of Florida and IPR Trustee. “Her work not only bridges the gap between academic theory and practical application, but also sets a new standard for integrating diversity, inclusion, and access into public relations practices.”Dr. Tindall’s research focuses on diversity in organizations, including diversity with the public relations function, the situational theory of publics, and how the dimensions of intersectionality influence publics’ perceptions. She has multiple peer-reviewed journal articles that have been published in the Journal of Public Relations Research, Public Relations Review, Public Relations Journal, Howard Journal of Communications, PRism, and the International Journal of Strategic Communication.Prior to her tenure at UT Austin, Natalie Tindall served as chair at Lamar University. Dr. Tindall is a Trustee on the Board of IPR, and a member of the Public Relations Society of America and the Association for Education in Journalism and Mass Communication (AEJMC). She also volunteers with several community organizations. She received her Ph.D. from the University of Maryland.Reserve your Seat(s) to the 62nd Annual IPR Distinguished Lecture & Awards DinnerTables of 10 are available for $6,000 and individual tickets are $600 for the awards dinner. The price includes a networking cocktail, the awards dinner, and Distinguished Lecture. Visit the IPR website to learn more about the 62nd IPR Annual Distinguished Lecture & Awards Gala.About the Institute for Public RelationsThe Institute for Public Relations is an independent, non-profit research foundation dedicated to fostering greater use of research and research-based knowledge in corporate communication and the public relations practice. IPR is dedicated to the science beneath the art of public relations. IPR provides timely insights and applied intelligence that professionals can put to immediate use. All research, including a weekly research letter, is available for free at instituteforpr.org.Media ContactBrittany Higginbotham Communications & Outreach ManagerInstitute for Public Relationsbrittany@instituteforpr.org352-392-0280 ...