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.
