Until recently, the idea of the metaverse didn’t meant a lot to me. 

It seemed like some conceptual and not particularly relevant thing that was somewhat in the future. 

I figured I’d get my head around it in due course, or not. A bit like “

”—where the hype in the early noughties didn’t match the reality and it all sort of fizzled out. 

While I was intrigued by its creative potential, my friends and I use to joke that “If you had a “Secondlife” you probably didn’t have a first one!”

But over the last few months I’ve changed my mind. The metaverse is well and truly here and could create a 

 Millions of people are already spending time on metaverse platforms, whether in games, virtual concerts, sporting events, or viewing real estate.

What is the metaverse? Simply, it’s the next generation of the internet or web 3.0. It combines the physical and digital worlds in an immersive manner (i.e. by using augmented reality, virtual reality, and other technologies). Its application ranges from gaming to advertising, manufacturing, health care, and education.

For example, a health and safety organization in the US I was recently talking to was using the metaverse to train people on how to do emergency 

. Using a VR headset and dummy, users get real-time feedback on the speed and position of their compressions, complete with distressed spectators in the background; all designed to prepare people for a scenario that could save someone’s actual life.

Some organizations are even starting to provide VR headsets to their employees as they would a laptop and having them sign up to the metaverse in induction. 

Sick of zoom calls? Imagine being able to brainstorm with your team on Mars or run your next CEO roadshow at your virtual offshore production center. Not too far off you’d expect that our employee directories are all going to be replaced with a workplace avatar.

Organizations will also need to think through the “digital twin” version of their product and how customers will interact with it. We’ll have the opportunity to try out new products in the digital world before we buy the physical version. 

Tiffany, Sotheby’s, Gucci, Walmart, Nike, and Snapple are just a few of the brands taking this seriously. Fancy some jewelery or a new pair of trainers for your avatar? The creative possibilities are endless. What’s also clear is that the metaverse experience has to be both enjoyable and connected to the brand’s values.

The implications for professional communicators are potentially staggering. So, when my weekend plans were thwarted, thanks to rain, I decided to tackle something that had been on my to-do list all year and get hands-on. 

First, I needed to choose which metaverse platform to go with. After checking out some 

, but there are plenty of others depending on what you want to do. 

On the home page, I’m greeted with “Welcome to Decentraland. Create, explore and trade in the first-ever virtual world owned by its users.”

There are trending items such as “The regular goose” (??) and land for sale in cryptocurrency. You can even buy a movie character’s name like “ClariceStarling”, or AlexMashinsky, to give your avatar a Russian entrepreneur vibe.

But what do I do now? This is where the setup gets a little bit complicated. Bear with me. To take full advantage of the platform you need to create an account so that you can buy and trade 

And to do that you need a web 3 wallet. I chose 

 (a type of Cryptocurrency used in Decentraland and others). I was greeted with a whole lot of tech jargon at this point; apparently Metamask also enables access to Dapps, tokens, ICOs, erc271, and more, which sound more like the names of one of Elon Musk’s children! 

I have no idea what all that means but you are given a 

. Basically, the Metamask wallet keeps your money and data secure from hackers and gives you ownership and control of your digital identity.

Once you have a wallet you need to put money in it and to do that you need to use an application like Coinbase. Then you can purchase your crypto using your credit card, confirming your identity with your driver’s license or passport. The final step is transferring your crypto into your wallet. Now I’m ready to explore.

Creating my avatar was quite easy and fun to do. Soon I was bumbling around with a few others not really knowing where to go or what to do. Browsing the highlights gave me some direction, and from here I could “jump in” to a bar and grab a virtual beer (for over 21s only), get tickets to a virtual live concert from a Swiss pop star, attend a Ukrainian virtual art exhibit, listen to AI poetry, go to the “Petaverse” (!) or play a range of games. 

I confess I did not find it easy to navigate around and I’m sure gamers would have a distinct advantage here. 

 was particularly cool; an array of immersive art installations, NFT exhibitions, AI-generated art, panel talks, and audio-guided art. I loved 

 (that's my avatar in her Red House below) showcasing her life and never-before-seen artwork. 

It took me a while to find the door and how to get in, but once there, it was impressive (if not a bit frustrating at times due to my novice navigating status).

My next goal in the metaverse is to purchase a wearable and perhaps a little piece of land. Hopefully, I will improve my ability to get about. Love to hear tips anyone has!

I have no doubt the metaverse will have a huge impact in all areas of business and on our lives. I encourage everyone working in communication, change management, marketing, or advertising not to wait until the metaverse is fully mainstream. 

Get on board and experiment now so you can help shape how it’s used and innovate for your business. 

Hope to see you there —and, hopefully, we'll all know more about what to do than I and fellow avatars do in my metaverse visit below!

Getting Versed in the Metaverse—And Why Communicators Should Embrace It

TL;DR—be clear, be kind, listen, and trust that people are doing their best.

In a very ADHD way, I have overthought this article to a considerable degree, as well as leaving it until the last minute. 

You could have been reading “7 Things to NOT SAY to Your ADHD Colleague” followed by “7 Things to NOT DO to your ADHD Colleague” plus some context and some background and a fair bit of digression—and by that point, it would be like reading the book I’ve been procrastinating about writing for the last umpteen years…

None of it felt quite right though. Since 

with severe combined ADHD last year, at the age of 53, I’ve been a determined advocate and communicator about the challenges and the strengths of ADHD and other neuro differences in the workplace. 

I hope sharing some of the common challenges, and my thought processes around them, has been helpful in raising awareness of the condition.

I don’t mind being visible and vocal about it, but many people are not in the same privileged position as I am and talking to their managers about the fact that form filling is an impossible task, or confessing that they can’t log on after forgetting their password for the 4th time that day is not going to happen. 

Even more people are still where I was a year ago, telling myself I must be rubbish and lazy not to be able to organize my diary at the age of 53, when everyone else clearly finds it easy. 

Singling people out to provide "help" or special treatment can be counterproductive, and in many cases has the effect of making it seem that the "help" is to somehow fix us, make allowances, and bring us up to "normal" standards.

So, when I think about what leading and communicating in an inclusive working environment really needs, it isn’t the specifics about brain differences that I want to highlight.

It isn’t the continuing gender pay gap either, or the institutionalized racism identified in so many places. It isn’t the ongoing battle for physical accessibility, or the devastating toll of the pandemic on our mental health. 

It’s not about celebrating Pride, or International Women’s Day, or ADHD Awareness or Black History Month, or changing your Christmas comms to say "Happy Holidays". If you don’t already know that these things are worth thinking about then you probably aren’t reading this anyway.

What I want to say goes right back to my employee engagement days, and the basic principles of treating people like human beings, in the workplace or out of it. Thinking more about how we are the same, rather than different. 

So, how can you build that sense of belonging for all of us? Without making those of us who are "different" feel patronized, singled out, and wrong somehow?

Make your workplace communications, processes, and interactions clear and simple.

Listen to all of us, acknowledge and value our voices, our stories, and our lived experience.

Lead and manage us well, with empathy and understanding. Treat us as individuals.

Trust us to do a good job, in our own way.

ADHD in the Workplace: Listen to Us, Trust Us, & Treat Us Like Human Beings

Reducing employee attrition is one of the main priorities of organizations today—and as a result, many companies are increasing their focus on workplace experience.

 quit their jobs in each month of 2021 in the USA alone.

And experts say that improving workplace experience can play a major role in reducing attrition. So we released our latest guide—

Tackling Attrition: Time to Ramp Up Employee & Workplace Experience

—to help companies understand how focusing on workplace experience can reduce employee churn. 

There’s no one cause for high employee attrition. So, it’s essential to consider every factor when trying to understand why people are leaving your organization. Here are some of the common reasons for high employee attrition rate:

Poor working relationships between workers and supervisors

Poor working relationships between coworkers

How Improving Employee & Workplace Experience Can Boost Retention

Focusing on why employees may quit their jobs is key to boosting retention. Start by surveying your employees to identify their priorities. 

The key is to create a positive work culture and healthy work-life balance, and ensure that your employees don’t feel like their feedback isn't being acted upon.

While engaged employees are valuable to the business, disengaged employees can be extremely costly. According to a 

, the accumulated cost of disengaged employees can reach $60.3 million annually for a company of 10,000 employees. 

Modern companies are taking note of these costs by investing in programs to enhance the overall employee and workplace experience.

Here are some of the ways you can improve workplace experiences to improve retention:

1. Optimize Each Stage of the Employee Life Cycle (ELC)

The employee life cycle is a valuable framework for analyzing various stages of work. This journey will shape the entire company experience.

Onboarding and conducting exit interviews

It’s essential to create employee programs that are measurable, targeted to specific people, and have clear objectives. For example, if you have deskless shift workers, they’ll require extra or different training than a remote customer service representative. 

Taking these differences into account can enable you to invest in the right programs and tools catered to specific employee tasks to improve the experience.

Employees who know they have room for career development will likely stay in a company longer. You will require a practical training and development program to focus on developing the next generation of leaders in-house. 

With such programs, your employees will remain motivated and loyal when they know their company is investing in them for the future.
Equally important, training your employees and then losing them due to attrition will impact your bottom line significantly. 

Businesses can retain their top talent by offering the necessary incentives to boost motivation. Part of your training and development should allow the employees to recalibrate their goals—and allow you to monitor employee performance.

2. Boost your Internal Communication Strategies

Workplace communication is a crucial tool for nurturing positive employee and workplace experience. Clear communication in the workplace is valuable to help workers and management exchange information quickly, ultimately building trust, forming connections, driving collaboration, and increasing engagement.

Your comms team should do more than just disseminate information. They should help motivate employees by creating a sense of community around shared goals.

Having a greater sense of purpose enables employees to achieve higher productivity and become more engaged and loyal. And these employees are likely to become your top ambassadors.

Flexibility in the workplace is crucial for various reasons. 

Although 83% believe their workplaces are flexible, only 60% of employees agree

83% of employers believe they adjusted their workplaces during the pandemic to allow flexibility, but only 69% of workers agree

Flexibility is undeniably a critical part of employee well-being. Workers that are stressed out and don’t have a proper work-life balance are less motivated and more likely to leave. 

Plus, with the health risks associated with the pandemic, employers need to ensure that their workplace policies and office setup are designed to protect employee wellness.

4. Foster Workplace Growth and Development

Modern employees don’t just want money. They want opportunities to develop and grow. Organizations that invest in employee development show their employees that they matter and their potential is recognized. And if you don't offer these benefits, employees are more likely to leave.

Encouraging and supporting your employees is one of the best ways to retain top talent. According to a LinkedIn study, 

 say they prioritize working in companies that play active roles in their training and development.

You may also consider a mentorship program to offer employees targeted feedback on their career trajectories. Developing the program internally enables you to connect with all workplace employees.

Collecting feedback from employees is your greatest asset to understanding employee experiences. A key part of collecting feedback and acting on it is to reassure workers that their opinions matter.

While most organizations collect feedback, very few make an effort to actually act on it, which leads to less trusting employees. Showing employees that you care about how they feel and what they think will motivate them and increase trust. 

Listening to employees should be more than just gathering input. It means taking time to analyze every point and respond to every employee.

Most importantly, companies must embrace modern technology to create the workplace experience that employees today expect. Most workers carry out tedious or repetitive tasks on a daily basis that could be automated with new tech to give employees more time to work on the things they care about.

By investing in technology for employees, your organization will realize various benefits including:

Your employees are your customers. So creating a positive workplace experience for employees means creating more satisfied customers. 

A good workplace experience not only enhances employee satisfaction, but it also reduces attrition, saving you time and money when it comes to hiring new employees.

The Top 6 Ways Improving Workplace Experience Can Reduce Attrition

Human Resources colleagues: Are you hanging on to old-school employee communications approaches? 

For the last 15 years, I’ve worked with Human Resources (HR) teams on their employee communications initiatives. And times have changed—thank goodness!—with how we approach internal communications initiatives.

Below are five old-school approaches—the Don’ts—and what I suggest instead to be more effective with your efforts…

Why and How HR Leaders Should Lead Through Change

As you roll out a new leadership development program, implement annual benefits enrollment, remind managers to complete their performance reviews, it’s easy to focus on the information the audience needs to know and what they need to do with it.

— You, dear employee, need to enroll in benefits by November 12.

— You, dear manager, need to complete all the performance reviews for your team by April 30.

The messaging on these topics states yet another obligatory action the employee needs to take. Fine, but we can do better. 

 What are the desired outcomes of this communication? How do we want the audience to feel about this program? How can we address their current perceptions? How can we create an authentic connection on the topic? What’s the story behind this initiative?

For example, the message isn’t just about benefits enrollment. It’s about:

Caring for the health and wellness of your employees

Wanting them to feel valued as a part of your organization’s community

Supporting their peace of mind with good health insurance

Connect the message to their story and needs.

2. Don’t Think of Your Employees as One Big Grou

If I ask you: “Who is the audience for this communication?”

But don’t think of your employees as one homogenous group, because they’re not.

Understand and approach employees with all the appropriate nuances

mini department cultures, varying understandings of the issue, diverse backgrounds—and be sure to develop your communications strategies, tactics, and messaging accordingly.

3. Don’t Focus on One-Way Communications

HR communications professionals hear on the regular: Strategic communications is not just top-down, one-way. It’s employee-to-manager and peer-to-peer communications too.

And I still see a lot of organizations primarily relying on top-down, command-and-control communications.

Encourage dialogue throughout the process. 

Solicit more input from employees and managers before implementing the new program

Create a Slack channel to encourage visible dialogue

Organize a town hall where employees can ask senior leaders questions

Host a live webinar to engage employees and get feedback

I’ve shared late nights with my HR colleagues working on a change initiative, recognition program rollout, leadership toolkits...

Do you and your HR teammates ever feel “it’s all up to us” to influence culture, increase engagement, ensure there are learning opportunities for all and and and…?

ngage employees in every way possible in the culture and engagement initiatives of the organization.

Invite an employee-led group to test their ideas on how to solve a problem uncovered in the employee engagement survey

Organize a culture committee that’s excited to bring positive change to the organization

Ask your employee affinity groups to identify specific strategies to influence engagement

Identify stellar managers who can host a workshop and share stories, strategies, and lessons learned on how they succeeded with a department project… Or other topics such as: how they build trust. How they improve processes. What they learned from an industry conference.

Employ senior leaders and seasoned employees to play a larger role with new employee orientation

Brainstorm ways to involve your employees and managers in all culture and engagement efforts. They’ll be more engaged as a result! 

5. Don’t Implement One Long-Term Communication Plan

I remember the days when I’d write strategic communications plans with a six-month rollout and lots of strategies and tactics.

Organizations are changing too quickly for that approach.

Structure short-term milestones to get feedback not only on the project, but also on the communications.

Is the project/communications plan achieving its objectives? 

Are the desired employee actions being taken?

What are the current perceptions and questions?

How can we improve the project and the communications to ensure we’re more effective with the next milestone?

HR communications colleagues: Are there additional old-school approaches you recommend ditching?

HR Communications—5 Don’ts and What to Do Instead

It’s clear that Internal Communications (IC) teams and employees are not on the same page when it comes to communication. 

The years since the pandemic have been especially tough as IC professionals have tried to adapt and find new ways of communication, first for the switch to remote working and now the complicated reality of our hybrid world. 

And for comms professionals, breaking through the noise and communicating clear and relevant information to employees while making an impact requires the right strategies.

To explore how the pandemic has impacted how comms teams work and the communication experiences of employees, we conducted a 

of more than 4,000 IC professionals and employees.

The findings revealed a growing divide between perception and reality in relation to workplace communications, between what businesses think they communicate to their workforce and what employees actually experience.

These survey results were explored in a webinar in partnership with employee comms expert Priya Bates, President of Inner Strength Communication Inc., and it’s available to watch on-demand 

 But if you want a quick read through the main takeaways, here they are.

So, where does the disconnect between employees and IC professionals come from?

1. IC Teams Are Using More Channels Than Employees

The research shows that a whopping 54% of Internal Communicators have increased the number of comms channels they use to communicate since the onset of the pandemic. 

But only 23% of employees are using more channels than before. Plus, 49% of IC teams admitted to communicating more often compared to only 35% of employees, which could be a show of dedication to ensure that employees stay in the loop. 

According to Priya Bates, this comes as no surprise as most IC folks often put in the effort and resources to try and meet employees where they are by adopting various tools and communication methods. On the other hand, employees are more concerned about getting information when they need it, hence the disconnect.

Their perspective (IC teams) is that they prefer certain tools based on their demographics and what they do…and they are trying to find the various ways to meet employees where they are…but from an employee perspective, they just want to get the information they need when they want it—Priya Bates

2. Most Employees Don’t Prefer Comms Directly From Line Managers

IC teams often equip line managers to communicate with employees. But the latest research has proven this mode of communicating to employees to be mostly ineffective. 

While 65% of surveyed employers think that their employees prefer to receive comms from line managers, it turns out that 80% of employees would rather NOT receive communication from their line managers.

Priya suggests that the type of information that line managers pass on to employees matters. For instance, employees would rather receive personal information directly from their employers. 

There's a need to sort out different kinds of information to determine which mode of communication to use. Priya also insists on the importance of building and cultivating relationships between line managers and employees by equipping managers with the right information and ensuring that they pass it over to employees in a timely and transparent manner. Managers then become the first point of contact for employees.

"While there's some information we should send directly to employees, we should also equip line managers to pass on information to create a relationship with the employees and then let them know where to turn to when they don't have all the answers."

This one shouldn’t come as a surprise to anyone. Hybrid and remote work settings forced IC teams to change their approach to communication and focus more on increasing the value of comms.

But there also seems to be neglect in boosting employee access to that information. That's why, when asked whether the pandemic has changed how they communicate, 80% of IC teams said Yes—but only 55% of employees admitted to seeing a change in the way they receive information. 

These findings show that there's a skill gap in IC teams that needs to be addressed through more effective training.

The opportunity for us is to build the skills for IC teams. We have so many people without the strategic experience in delivering information to have the impact that it needs to have—Priya Bates

"The key for me is that when employees hear something external that they trust the organization and leaders more to come back to you and get the real story. You want to establish yourself as the point of truth that employees can come to even when they hear the information out in the marketplace."

Personalization is increasingly becoming hugely important in employee communication. But it’s another area where IC intent differs from employee experience.

 One of the issues around personalization is addressing employees by name—and 51% of employees admitted that email communication would feel more personalized if employees addressed them by name, while only 33% of IC professionals address them by name.

IC teams must be able to understand who they are speaking to—namely their stakeholders, their needs, and their preferred mode of communication channel. To show employees that you value them, information should be personalized based on employee needs, locations, roles, departments, and geography.

"Understanding who your people are, especially now that it has become more complex in the hybrid workplace, is important in meeting your employees where they are," said Priya. "There's more need to make people feel like they matter, especially when you're not working in an office setting. 

"You need to create a feeling that you're part of the organization and not just a number. If you're sending a one-size-fits-all message that isn't relevant to like 80% or 90% of your audience, you're teaching people to ignore you," she said.

Another surprising statistic is that 52% of employees said that they prefer more communication after the pandemic, with 51% favoring communication via their preferred channel and only 3% preferring less communication. 

Despite this, Priya says she's experiencing an increase in the number of employees who are complaining about the level of comms noise in their organizations, and advises IC teams to focus more on delivering information that's relevant to their various audiences.

"There's an opportunity for IC teams to do less and accomplish more. Deliver more impact and say 'No' to some of the things that don't matter to employees," she said.

It isn't easy. Only 5% of IC professionals think that their workforce completely engages with and absorbs internal comms. The employee engagement rate is much higher than what IC professionals think. 

But the level of engagement might increase or decrease with the type of information that’s being communicated. Employees engage the most with health and safety information, or updates on working models. 

The numbers are, however, still low, barely hitting the 50% mark, which signals a need for better strategies to improve engagement.

99% of communications teams know that they could do something to improve their communication, pointing to strategies such as personalization and finding more interesting ways to communicate. 

Priya agrees that more companies are now willing to invest in improving employee communication by expanding IC teams. Companies are asking for assessments and audits to do better because they see the opportunities that come with more effective communication including the achievement of company goals.

"Internal communication is an integral enabler of organizational success. It is the glue that fits all those strategies together into results," she said.

The Reality of Employee Communications Today

A look at future trends, skills, and strategies we need—covered in a compelling new book.

Nostradamus likely had little interest in modern-day employee communications and engagement, but there are some of us who think a soothsayer on critical future trends for employee communicators could be pretty darned helpful, right? 

If you’re with me so far, you’ll understand that this need, in part, inspired the book I wrote with Missouri J-School’s Jon Stemmle on 

Engaging Employees Through Strategic Communication

. It features one chapter—arguably my favorite—chocked full of future trends we all should be thinking about.

The Great Employee Disconnect—And Why Enterprise Communications Are Failing

We believe three of the biggest forces that will demand time, energy, focus, and strategic assessment for employee communicators include technology, the rising voice of the employee, and the influence of distance (with more remote workers). 

Much has already been researched and written on the remote employee, and we have that covered in the book, but the other two—technology and the voice of the employee activist—are equal game changers.

But I’m not a techie, you say? Sorry, it’s no longer an option to stand on the sidelines. Time to embrace the Cloud, Artificial Intelligence (AI), and Blockchain.

It’s no secret that technology is the ultimate modern-day disrupter in about any industry, but for employee communicators, the implications of new technologies—both communication-focused and not—arguably are even more significant.

Cloud computing has been the single biggest enabler for organizations to adopt new communication technologies. With on-demand availability of computer system resources, especially data storage and computing power, and no direct active management required by the user, the Cloud is a catalyst for opening the floodgates of change.

These technologies have direct implications for not only how employee communicators will reach their stakeholders, but how they will reshape the organizations themselves. 

Those that, for example, result in fewer total employees, more employees working more remotely, or lead to more contract—or “gig”—employees, will have profound implications on everything from the channels we choose to the content we select and the emphasis we place on issues like culture and values.

New communication technologies that focus on content distribution versus more traditional content creation on the part of employee communicators will drive new definitions for our roles. 

With the growing and continued evolution of employee-generated content, communicators’ roles inside organizations may well become closer to orchestrators rather than crafters of content. 

From self-made training videos to employee-generated documents on best practices, smartphones have equipped employees with new tools that place unprecedented power to communicate in their hands.

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