ABSTRACT
It feels like common sense that informed, engaged people perform better at work. It seems sensible to aim to make sure an organisation has employees who understand what they are supposed to do at work, why it is important and who know when they are doing a good job. But how do you know when this is the case? How do you put numbers on a factor as intangible as engagement? It is only in recent years, as ‘big data’ and management information became standard tools across all business units of organisations, that measuring internal communications has become widespread. Evidence from studies has shown that the more engaged staff are, the better they perform, as the Engage for Success movement demonstrates. This has boosted the clout internal communications has in boardrooms.
