A research analysis of how employees and companies are discussing mental health on Twitter and recommendations for how organizations can address it Download Full Report (PDF): The Business Case for Focusing on Employee Mental HealthCision and the Institute for Public Relations (IPR) explored the conversation surrounding employee mental health including topics such as burnout, “quiet quitting,” and a four-day work week. This report provides suggestions for leaders to support employee mental health. Register here! The Full Report: EXECUTIVE SUMMARYSince the start of the COVID-19 pandemic, organizations are increasingly focused on addressing the mental health of their employees and for good reason: employee mental health has a large measurable impact on business and the bottom line. The American Foundation for Suicide Prevention found that mental health conditions affect job satisfaction and how present or absent employees are in their work. Findings in this study also show that better employee mental health can contribute to increased employee productivity. However, there are several roadblocks in the way of achieving better employee well-being.Several facets of modern work impact employee mental health in a negative way. The New York Times reported that the corporate push to restore pre-pandemic ways of working in a physical office is being met by employee concerns for their mental and emotional health. Another concern is burnout due to the high pressures of work, validated by the fact that burnout is now recognized by the World Health Organization (WHO) as an official syndrome.To tackle this issue, the Institute for Public Relations and Cision examined conversations about mental health in the workplace with a focus on:   -Employee and Employer Perspectives   -Burnout   -Quiet Quitting   -The Four-Day Work Week   -Current Corporate Mental Health InitiativesThis report identifies the brands that are leading the way on Twitter in mental health conversations and provides evidence-based recommendations for leaders addressing mental health in the workplace.METHODOLOGYUsing Brandwatch’s Consumer Research tool, we analyzed 1,304,110 Twitter posts discussing topics related to mental health and wellness in the workplace. We limited our collection to content from the United States during the period of January 1-October 31, 2022.For the findings, please download the full report HERE. About the Institute for Public RelationsFounded in 1956, the Institute for Public Relations is an independent, nonprofit foundation dedicated to the science beneath the art of public relations.™ IPR creates, curates, and promotes research and initiatives that empower professionals with actionable insights and intelligence they can put to immediate use.  IPR predicts and analyzes global factors transforming the profession, and amplifies and engages the profession globally through thought leadership and programming. All research is available free at www.instituteforpr.org and provides the basis for IPR’s professional conferences and events.About CISIONAs a global leader in PR, marketing and social media management technology and intelligence, Cision helps brands and organizations to identify, connect and engage with customers and stakeholders to drive business results. PR Newswire helps companies meet their communications and disclosure needs. A network of approximately 1.1 billion influencers, in-depth monitoring, analytics and its Brandwatch and Falcon.io social media platforms headline a premier suite of solutions. Cision has offices in 24 countries throughout the Americas, EMEA and APAC. For more information about Cision’s award-winning solutions, including its next-gen Cision Communications Cloud®, visit www.cision. com and follow @Cision on Twitter.Media ContactBrittany HigginbothamCommunications and Digital SpecialistInstitute for Public Relationsbrittany@instituteforpr.org ...

Morning Consult examined how adult employees in the United States feel about their work. The researchers analyzed how factors such as COVID-19, inflation, and remote work affect where people want to work, how satisfied they are with their jobs, and the reasons why they do or do not prefer to work in certain environments.An online survey of 6,610 U.S. adults was conducted from Jan. 21-25, 2022. The following year, an online survey of 6,610 adults was conducted from Jan. 21-29, 2023.Key findings include:1.) 91% of employed adults said they are engaged while working.2.) 15% of all U.S. workers felt as though they aren’t working enough hours during the week.3.) 34% of U.S. adults were interested in leaving their current job.— 46% of employees who were interested in leaving their current job felt underpaid.4.) 39% of employees preferred to work in an in-person environment.5.) 73% of employed adults said their work sometimes left them too tired to enjoy their personal lives.— 81% of Gen-Z employees said their work sometimes left them too tired to enjoy personal lives after work. Find the original report here.  ...

This blog is provided by the IPR Organizational Communication Research Center.If the pandemic highlighted one issue, it was the realisation of the importance of leadership communication and connectivity with employees. Providing information at the start was critical. But as the crisis unfolded, gratitude and empathy focused around employee wellbeing became increasingly important (Ruck and Men, 2021).As we reflect on that period, it is time to consider going beyond well-established leadership models, such as transactional and transformational leadership, that may be a better fit for an uncertain world and changing workplace dynamics.For example, alternative leadership models, such as servant leadership, focus more explicitly on listening to employees. As Mahon outlines, ‘The servant leader will seek out and use as many opportunities as they can find to listen to employees, they embody a deep respect for employees and demonstrate this by listening respectively to opinions, ideas and supporting supervisees feelings and worries’ (2021, p.204). The emphasis on ‘seeking out’ here distinguishes the approach from more passive attitudes towards listening.Compassionate leadership includes a similar emphasis on listening and empathising. West (2021, pp.66-8) highlights the following leadership capabilities:Attending – listening with fascinationUnderstanding – withholding blameEmpathising – tune into feelings of concernHelping – taking tangible actions that address the roots of suffering.Compassionate leadership capabilities also include responding empathetically and taking thoughtful and appropriate action to help, while progressing equality, valuing diversity and challenging power imbalances (Hewison et al., 2019).In Sweden, Johansson at al. (2014) highlight the example of the Volvo Group where communicative leadership has been practised since 2002. Amongst other principles, it includes dialogue, explanation of purposes, knowledge sharing, and involvement in decision-making. This has crossovers with other leadership concepts such as humanistic communication, leader–member exchange (LMX) leadership theory, and relational leadership. A humanistic approach emphasises the importance of equality where communication is a ‘dialogical process between equals…rather than a one-directional instructional statement that appears not to ask for feedback other than behavioural compliance’ (Werder, 2017, p. 5). LMX leadership theory focuses on relationships between leaders and employees and the ways they are associated with trust, which ‘requires that we are true to our word and that we act accordingly or as others expect us to’ (Wilson and Cunliffe, 2022).Consolidation of these concepts into an all-embracing communicative leadership model that challenges the orthodoxy and communication limitations of other, more established approaches, looks like a fertile space for further research and knowledge building.References:Hewison, A., Sawbridge, Y., and Tooley, L. 2019. Compassionate leadership in palliative and end-of-life care: a focus group study. Leadership in Health Services, 32(2), 264-279.Johansson, C., Miller, V.D., Hamrin, S. 2014. Conceptualizing communicative leadership, Corporate Communications: An International Journal. 19(2), 147 – 165.Mahon, D. 2021. Can using a servant-leadership model of supervision mitigate against burnout and secondary trauma in the health and social care sector? Leadership in Health Services, 34(2), 198-214.Ruck, K. and Men, L.R. 2021. Special Issue: Internal Communication during the COVID-19 Pandemic, Journal of Communication Management, (25)3.Werder, O. 2017. Toward a humanistic model in health communication, Global Health Promotion, 26(1), 33-40.West, M.A. 2021. Compassionate Leadership: Sustaining Wisdom, Humanity and Presence in Health and Social Care. UK: The Swirling Leaf Press.Wilson, J. A., & Cunliffe, A. L. 2022. The development and disruption of relationships between leaders and organizational members and the importance of trust, Leadership. 18(3), 359–382. Kevin Ruck, Ph.D., is the co-founder of PR Academy, the U.K.’s largest Chartered Institute of Public Relations (CIPR) accredited teaching centre. His interests are leadership communication and listening, strategic internal communication planning, and measurement and evaluation. ...

IPR is featuring some of the many AAPI pioneers who impacted the field of public relations in celebration of AAPI Heritage Month.Patsy Mink was born in Paia, Hawaii, in 1925 to a Sansei Japanese-American family. She grew up in a working-class community.After graduating high school as valedictorian in 1944 and doing a year at University of Hawaii, Mink began attending school in Nebraska. Mink openly objected the University of Nebraska’s segregated dorm policy and began campaigning for change. By the next year, University of Nebraska ceased its segregation policies.Mink applied to over ten medical schools after college and was denied due to her gender. Instead of losing steam, Mink decided to attend law school instead. She was admitted to the University of Chicago Law School and graduated in 1951. Upon returning home, Mink opened her own practice and became the first Japanese-American woman to practice law in Hawaii. During this time Mink started involving herself in the Democratic Party of Hawaii. Her efforts to register and retain young voters aided in Hawaii’s Revolution of 1954, which ended the dominance of the Republican Party of Hawaii.In 1956, Mink was elected to Hawaii’s House of Representatives. Eight years later, Mink was elected to the United States House of Representatives. She was the first woman of color to be elected into national legislature and became the first Asian-American woman in the United States Congress.During her six consecutive terms in the House of Representatives, Mink fought tirelessly for better education, civil rights and gender equality. She championed the protection and rights of women, children and immigrants. She was the primary author for the Title IX legislation, which brought athletic and academic equality to American schools. Mink focused her efforts towards environmental policies, examining the regional, national, and global impact of energy use.Mink also served as Jimmy Carter’s Assistant Secretary for Oceans and International Environmental and Scientific Affairs. After two years, she returned to Honolulu and served on the city council while simultaneously practicing law. In 1990, Mink returned to the House of Representatives and held office until her passing on Sept. 28, 2002. Her legacy shines through her many awards, honorary degrees, and impact on the lives of millions.References: Life Story: Patsy Mink (1927-2002) from the Women & the American Story website.Patsy Takemoto Mink from the National Women’s Hall of Fame website. ...

This summary is provided by the IPR Digital Media Research CenterDr. Xiaofan Wei and colleagues examined influencers’ role in motivating online consumers to engage with brand-focused content which entails consuming, creating, or adding to branded content. The researchers analyzed how influencers align with brands and the relationship between influencers and their followers.A survey of 390 Sina Weibo users was conducted online. Key findings include:— Respondents felt that their relationship and trust in influencers strengthened their sense of belonging to the fan group.— Influencer-follower parasocial interaction didn’t positively impact how users consumed online brand content that had been influencer-endorsed.— The way people identify socially mediates the influencers they follow, how they interact as followers, and how they contribute to brand-related content.Find the original research here. ...

This summary is provided by the IPR ESG & Purpose Research Library. The International Monetary Fund (IMF) examined characteristics and beliefs associated with climate risk perceptions and preferences for climate policies.An online survey was conducted between July 5 – Aug. 11, 2022.Key findings include:1.) The share of people who think that climate change will affect their lives tends to be higher in emerging market economies, many of which are more vulnerable to climate change.2.) Up to 50% of respondents in some countries had neutral or no opinions about the need for policy action.3.) 60% of respondents in Colombia, Mexico, and the Philippines perceive the personal effects of climate change to be imminent.–This is compared to 20% in The Netherlands and Norway.Find the original report here. ...

This summary is provided by the IPR Organizational Communication Research Center.PwC assessed the role and importance of trust in business.A survey of 500 business executives, 2,508 consumers, and 2,012 employees was conducted Feb.17-23, 2023.Key findings include:— 91% of business executives said their ability to build and maintain trust improves the bottom line.— 46% of employees whose company had a trust-damaging event in the last year said they expected the event.— 79% of consumers said protecting their data is very important to building trust.— 84% of business executives said they think that customers highly trusted the company, yet only 27% of customers said the same. — 79% of business executives said their employees trust the company, but only 65% of employees agreed.Find the original report here. ...

This summary is provided by the IPR Digital Media Research CenterPRovoke Media explored how professionals in the communication industry feel about the role of AI in their field.A survey of 406 communication professionals across the globe was conducted in March 2023.Key findings include:1.) 61% of respondents said that they were already using AI in the workplace.— 89% of communication professionals said they expected AI to become part of “business as usual” within the next six months.2.) 49% of respondents said that they believed AI will have a positive impact on the quality of work produced across the communication industry in the future.3.) 58% of communication professionals believed industry leaders should move faster to integrate generative AI to capitalize on the opportunity.— 59% of respondents said they need to move faster to manage risks. 4.) 11% of respondents said their company has policies or guidelines in place for using generative AI tools and 35% said they have plans to do so in the future.Find the original report here. ...

THIS IS AN IPR SIGNATURE STUDY Download Full Report: Top 19 Public Relations Insights of 2022 PDFIntroduction: The Institute for Public Relations annually compiles the top research studies that we think public relations professionals should know about from the previous year. With transformations to the workplace, an increased focus on sustainability, the impact of COVID-19, and major breakthroughs in artificial intelligence and other technologies, there were no shortage of issues communicators focused on around the world. These opportunities and challenges are spotlighted in this guide. At the end of this report is a list of IPR resources and IPR signature studies published in 2022. Thanks to our Board of Trustees, comprising senior level executives and academic leaders in public relations, for driving the mission and work we do. FOR MORE INSIGHTS VISIT THE IPR RESEARCH BELOW: About the Institute for Public RelationsFounded in 1956, the Institute for Public Relations is an independent, nonprofit foundation dedicated to the science beneath the art of public relations™. IPR creates, curates, and promotes research and initiatives that empower professionals with actionable insights and intelligence they can put to immediate use. IPR predicts and analyzes global factors transforming the profession and amplifies and engages the profession globally through thought leadership and programming. All research is available free at www.instituteforpr.org and provides the basis for IPR’s professional conferences and events.Media Contact:Brittany HigginbothamCommunications Associatebrittany@instituteforpr.org352-615-8211 ...

This blog is provided by the IPR Organizational Communication Research CenterThe onboarding process for new employees is a critical phase that is potentially impacted by the new era of hybrid work. The onboarding process involves the socialization of newcomers to organizational culture and becoming familiar with work and colleagues, which helps newcomers transition from being outsiders to engaged and satisfied insiders. While factors that can sustain or inhibit the onboarding process have been studied, the challenge now is understanding how the process unfolds in hybrid work contexts.Hybrid work comes with its own set of challenges that could inhibit the adjustment of newcomers, such as developing knowledge about their work roles and organization, establishing relationships with colleagues, and developing affective commitment to the organization. Remote work, in particular, can undermine the effectiveness of the onboarding process by causing social isolation and stress due to the intensive use of technology. It can also affect perceptions of support that newcomers receive from the organization and their supervisors, which are crucial for a positive onboarding experience.The Center for Employee Relations and Communication (CERC), a research center at Università IULM focusing on employee relations and communication, conducted a study exploring the factors that can impact the effectiveness of newcomer onboarding in hybrid work contexts. A survey was conducted with 109 newcomers who began working in their current organization after January 2021 and worked remotely for at least one day a week. The questionnaire used validated scales to measure newcomer adjustment, affective commitment, workplace social isolation, technostress, perceived organizational support, and perceived supervisor support.The study produced reassuring findings about the effectiveness of onboarding processes in hybrid work contexts but also highlighted areas for improvement. Findings showed that hybrid work did not impede the possibility of effective onboarding and newcomer adjustment. However, there was notable room for improvement regarding new employees’ knowledge of work roles and the organization. A greater concern was a finding that respondents had weak emotional bonds with their organizations.While remote work can impact the onboarding process, it does not entirely prevent effective onboarding. Companies should pay attention to certain factors to facilitate successful onboarding in a hybrid work environment.Key findings from the study include:— Newcomers perceived a lack of face-to-face contact and informal communication with colleagues due to remote working, but did not feel highly socially isolated overall.— The stress level associated with technology was not high for the survey sample, but companies should address the pressure that employees feel to work faster and keep technological skills updated.—- The sample, which consisted mostly of young people up to the age of 25, might have greater familiarity with technology. This familiarity may have mitigated perceptions of social isolation and stress due to tech.— New employees said they received discreet support from both the organization and supervisors. Organizations showed this through tolerance for errors, listening to employee opinions, and attention to well-being.Overall, findings suggest that the hybrid work context has an impact on the onboarding process for newcomers. While face-to-face interaction, informal communication, and newcomer adjustment are jeopardized, newcomers tend to feel at ease as they do not experience excessive social isolation and stress, which can be attributed to the extensive use of technology.Since organizational and managerial support play a crucial role in helping newcomers integrate, companies should prioritize strategies that ensure new employees still feel supported, even in hybrid work contexts. By doing so, organizations can effectively onboard new employees and help them succeed in their roles. Alessandra Mazzei is Director of the Centre for Employee Relations and Communication at Università IULM in Milan, where she is also Coordinator of the Bachelor Program in Corporate Communication and Public Relations. Her main research interests are: employee communication and engagement; organizational voice, silence and dissent; whistleblowing; diversity & inclusion; and internal crisis communication. ...