Publication of 'Survey on Internal Communication Contact Status (Final Edition)' to Identify Current Status and Activation Measures

The "Management and PR Research Institute," an in-house think tank of Tanshiki Co., Ltd. (Headquarters: Kawasaki, Kanagawa; Representative Director: Kazuhisa Akiyama), which provides management and consulting services for internal and external PR, has compiled the analysis results of the "Survey on Internal Communication Contact Status" targeting 1,113 business professionals nationwide into a "Final Edition."

This survey was conducted to obtain a general standard for employee engagement with internal communication. Having captured a large amount of data representing general standards, the detailed analysis revealed practical improvement measures for internal communication and defined "what constitutes high-quality internal communication." The report also includes a "self-check" sheet to identify areas for improvement based on the survey and analysis results, which we encourage you to utilize.

Summary of Announcement

General Standard of Internal Communication: The overall "internal communication implementation rate" was 56.8%, with a trend showing higher implementation rates in companies with larger scale, better performance, and higher employee retention. In environments where measures are implemented, despite the anonymous nature of the survey, the indifferent group remained at around 20%, and it was found that over 70% of employees are engaging with the information. While the main reasons for viewing are "practical benefits" such as understanding management policies, the primary reasons for non-viewing are concentrated on "busyness (poor time performance)" and "boring content (critical lack of quality)."

Reasons for Not Being Read and Specific Measures: Improvement points were presented by company size = Small-scale (do not force an increase in measures, but deepen existing tools like morning assemblies as a "stock/dictionary"), Medium-scale (refine into a "living knowledge base" to prevent silos), Large-scale (eliminate information overload and respond to "glance-ability" with "3-line summaries"). By position, for management (section managers), provide summaries and scripts for explaining to subordinates to reduce translation costs; for next-generation leaders (chiefs), provide information that stimulates growth motivation; for passive general employees, guide them at the beginning on the "reason (benefit) for receiving the information." To improve contact rates, supply practical information such as "performance, new products, and industry trends" in a timely manner, and for attitude change (engagement improvement), edit by combining policies (hard information to fill the head) and employee stories (soft information to connect hearts).

New Value of Internal Communication: High-quality internal communication functions as a "training system" that raises employees' risk perception, fosters a reporting culture (voice-raising culture) through improved psychological safety and the provision of emotional rewards, and is directly linked to "organizational resilience," where the organization unites to respond to crises through accumulated "trust savings" with management.

Practical Tools for Tomorrow: Includes a "Practical Self-Checklist" to break away from company-convenient propaganda-style dissemination and lead to improvements in internal communication activities.