Employee engagement in the new working contexts

The dynamics of employee engagement in new working contexts is the topic of the CERC Dialogue between Charlotte Simonsson, Lund University, and Stefano Murdaca, Sella.

A dual perspective, academic and professional, on a timely topic for internal communications.

The opinion of Charlotte Simonsson, Associate Professor at Department of Communication, Lund University

Many organizations are currently undergoing a shift from a culture of presence to a culture of flexibility[1].  This shift was initiated during the pandemic and made possible by the implementation of various digital tools. A culture of flexibility is characterized by social intranets and virtual events, and the possibility for managers and employees to choose where, and sometimes when, to work. While this shift has many positive effects, such as improving work-life balance and employer branding, it also creates new demands for internal communication and leadership. 

In my research I have encountered many managers who are concerned that hybrid working may weaken organizational culture. However, part of the problem is a desire to revert to past organizational culture rather than finding ways to create a culture that supports the “new normal”.  As the physical workplace becomes less central, we can no longer assume that 'the culture lives in the walls'; it must now be built into the communication and work processes to an even greater extent. 

We can also observe a tendency for organizations to shrink. While remote employees often remain deeply committed to their own work, they can lose sight of the bigger picture and become disconnected from the organization. Internal communication must therefore focus more on generating interest in the organization as a whole. Senior management also has an important role to play in setting the vision and demonstrating to employees how their work fits into it.

Another consequence is that, when people no longer meet in the office every day, managers need to invest more time in planning and structuring their communication with employees. There is an increased need for communication that builds trust and fosters relationships, but managers are struggling to achieve this digitally. Informal communication is particularly challenging. Managers need to find ways of online communication that are similar to bumping into their coworkers in the corridor. Managers are experimenting with chat groups, emojis, and scheduled and spontaneous one-to-one meetings, but need support in this process. Today, digital platforms are much more than technical devices: they have replaced the office as the primary driver of communication and interaction in working life. In light of this, we now need to rethink internal communication and how to support managers in this transition. 

The opinion of Stefano Murdaca, Internal Communication Manager, Sella

The transition to hybrid work, accelerated by the outbreak of COVID-19, has profoundly transformed organizations, especially the way relationships are built within companies. Businesses had to quickly adapt to remote and hybrid practices. However, this transformation did not have the same impact on all organizations, because not all of them started from the same place. Companies that had already begun transitioning to hybrid work handled the change more easily, as the pandemic simply accelerated a process rooted in clear goals, technological investment, and established values like trust and delegation.

Yet, even among organizations that efficiently reorganized workflows, building meaningful relationships in the “new normal” remains a complex challenge. Much of the responsibility for shaping new networks within teams has fallen to managers, who have increasingly become relationship builders. In this context, soft skills have emerged as essential for fostering strong connections and achieving excellent results.

At the same time, by redefining engagement strategies, Internal Communication plays a central role in strengthening the connection between employees and their organizations, helping individuals find purpose and making their experience more rewarding.

In this context, some of the strategies implemented by Internal Communication are proving to be particularly effective: diversifying channels by leveraging technology and social platforms; maximizing the value of in-person interactions, which are now especially appreciated; and differentiating messages whenever possible and appropriate, considering the diversity of the corporate world. 

This can be done more effectively by collaborating closely with other business functions, particularly Human Resources, to meet the evolving needs of the workplace, with growing attention to well-being and work-life balance.

Meeting this challenge will be even more critical as Generation Z enters the workforce: a generation unfamiliar with traditional office life and shaped by new expectations. On these foundations, the meaning of engagement for the future will need to be redefined.