Miss COP 27? Here are our six takeaways from the event and the significant impact they will have on communications as the fight for climate change continues.

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Redefining the meaning of Employee Value Proposition can be the key to success: take a look at our report to gather insights about how organizations can differentiate between Employee Value Proposition and employer brand.

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After a two-year hiatus, TechCrunch Disrupt finally returned to the Moscone Center this year.

One of the marquee events in tech, it will always be synonymous with what’s new, interesting and – as the existence of an Investor Lounge attests – what’s worth banking on. It’s also worth examining; checking out what to look for when considering a tech industry event to sponsor or speak at, especially as we reach the saturation point with tech conferences across the globe going virtual, hybrid and in-person.

What to consider when evaluating tech events

First up: the format. Smaller, more intimate talks were extremely popular and brought value to the organizations participating in them. Now, don’t get us wrong. Main stage is still the main stage, but that’s more pre-pandemic. Attendees are craving more human interaction and, in the more intimate settings that can best be described as a cross between TED and pitches, you could see word of mouth in action and real engagement with the creative thinkers presenting or even explaining trending topics.

Then there’s the size of an event. It’s great to have the run of a large space, but it’s a lot of ground to cover. Are you going to be in a section where you’re with peers, making it easier for current and potential partners to find you? The more focused an event is, the greater the possibility you’ll get attendees with whom you may want to connect. Of course, it doesn’t have to be that focused as some cross-pollination is sure to be helpful to all those there.  

And lastly, let’s mention big and established partners who are key to putting on successful events these days. If these thought leaders are fully integrated into the program, they can add to it and be a draw, and there’s undoubtedly going to be some spillover if they’re related to your business. So, being around them can be helpful. It’s just a question of whom, how well they’re worked in, and if they’re incorporated in such a way that folks have to stick around to see what else is on site.

As we continue in the “new normal,” it’s the perfect time to use events like this to discover how you and your business can best leverage these opportunities.

Cryptocurrency has dominated headlines over the past few years for both good and bad reasons. While some say it’s the future and others avoid it like the plague, there is one component of it which can revolutionize industries: blockchain. Blockchain is a decentralized and immutable public ledger that allows individuals and organizations to track transactions. Although the context of blockchain is usually associated with cryptocurrency, its applications extend far beyond and change how other industries function, for the better. The food production and food transportation industries are examples of where blockchain offers immense benefits over previous work processes and can help build an organization’s overall reputation.

How is blockchain different from other databases?

There’s no shortage of systems and tools for organizations to track and monitor transactions, but none are perfect.

Food producers, distributors and retailers rely on such tracking systems to monitor their supply chain. This includes the ability to trace both backwards, to the source, and forward, to the consumer. Traceability requires proper documentation and recordkeeping, but the data associated with the food industry is often incomplete or inaccurate.

Even the U.S. Food and Drug Administration, which sets regulations for maintaining supply chain records, acknowledges there are holes in the system. For example, farms and restaurants are excluded from FDA traceability requirements, meaning that parts of the supply chain cannot quickly or easily be accounted for in an outbreak investigation.

To address these issues, the FDA issued a “new era of smarter food safety blueprint” in 2021, in which it endorsed blockchain to better “receive critical tracking events and key data elements” from companies throughout the supply chain.

How can blockchain support the food production industry?

Companies in the global food chain are increasingly exploring blockchain as it has a unique ability to trace goods. Its applications and use cases if properly managed could allow businesses to follow their products – whether that be from overseas, farm-to-table or anything in between. Driven by a higher desire for food safety, companies at the end of the production cycle want to take advantage of blockchain’s transparent and unalterable nature. This could result in each step of the supply chain being more easily traced and verified. Not only is that immensely valuable in validating and further developing sustainability goals, but it makes a massive impact on transparency with consumers as well. For example, by scanning a QR code, one could confirm how fresh a product is, what farm it came from, which companies and vehicles transported it, if it went to a food processing facility and which store has it on the shelves.

This level of accountability therefore can revolutionize food recalls, which can devastate an organization’s finances and reputation if handled poorly. The Food Marketing Institute and Grocery Manufacturers Association calculated that the average food industry recall costs $10 million in direct costs, not to mention brand damage and lost sales. That may even be a steal — a recall in June cost one company an estimated $125 million.

In the event of a recall, blockchain technology would allow grocery stores and consumers to be alerted immediately and contaminated food still in transit could be identified and discarded immediately. If it is in store already, store owners can dispose of the remaining product in an easier fashion and consumers could be alerted immediately. No longer will consumers see the news stories of a massive recall due to pathogens such as E. coli or salmonella and wonder if their groceries are tainted. Growers, processors, wholesalers, distributors, manufacturers, transporters and retailers all would operate on the same network of shared records that account for food origin details, processing data, shipping details, point of sale and other prevalent information. With one quick scan, any organization can see if their product came into contact with the infectious farm or batch before it was put on sale.

Better access to this information will allow both B2B and B2C brands to build and maintain consumer confidence. Consumers can purchase their groceries without fear and companies can save millions by avoiding lawsuits, instilling better faith in their products and processes and operating with the highest quality assurances.

How does that impact communicators?

Blockchain is here to stay, regardless of what happens in the crypto market. The food industry has been implementing plans to adopt the technology for years and its use is only projected to grow.

Consumers today are more conscious of ethical and sustainable supply chains than ever before, and they’re looking to support brands and products that align with their values. For organizations involved in the food supply chain, blockchain technology provides a great opportunity to win the trust of consumers.

The food industry is still restabilizing itself following the pandemic and different sociopolitical factors across the world. However, a fully developed blockchain food cycle offers unprecedented transparency into our food’s quality as well as a company’s sustainability efforts. The desire from food suppliers and sellers is constantly growing because by keeping everything tracked and accountable, blockchain makes it easier for companies to prove their products’ value and provide stronger Environmental, Social and Governance data for consumers, partners, investors and regulators alike.

Additionally, companies that leverage blockchain technology will have a competitive advantage when it comes to communications. With robust data on everything from freshness and safety to sustainability, they’ll be better positioned to build and share narratives and generate brand awareness. 

Blockchain technology offers unique benefits to both organizations looking to make every dollar count and consumers who demand quality assurance with their products. With a transparent, effective and traceable supply chain — blockchain enables organizations to solve many of the strategic obstacles they battle daily. The result is a better, healthier, more transparent and sustainable community.

Planning and Communication Are Key

Let’s talk about salaries.

For older workers, even the suggestion may be taboo; many have held jobs where such a discussion could get one fired. In 2022, not having such a discussion may be breaking the law.

On Nov. 1, 2022, New York City’s pay transparency law took effect. Effective Jan. 1, 2023, California’s pay transparency requirements become law. Colorado, Connecticut, Maryland, Nevada, Rhode Island and Washington already have laws in place that require employers to provide salary ranges to applicants and current employees. A handful of municipalities also have such laws on the books, and more are in the queue.

Pay transparency won’t exactly be new in California – California employers already were required to provide the pay range to job applicants after a first interview. But now, any job posting for companies with 15+ employees must include such information. Employers of 100 or more must retain job title and salary history for all employees — by race, ethnicity and gender — during their employment and for three years after.

While California’s law is regarded as the most comprehensive, some of these laws have been in place for at least three years. No federal equivalent exists, but President Biden has proposed pay equity measures for government employees.

The common thread is requiring the availability of salary ranges for a job title in an effort to end inequalities in pay across historically underrepresented groups. For most employers, the rules pose a dizzying array of legal nuances to understand and address, depending on the number of employees and where they are based. But whether your organization is adhering to pay transparency guidelines by mandate or by choice, doing so creates a new level of workplace complexity to manage. These rules introduce another element of uncertainty to an already volatile labor market in which workers have had more employment options and have been quicker to change jobs than at any point in recent memory.

Why it matters for your organization

The premise for these changes is intrinsically good and long overdue: to close the pay gap between genders and among racial and ethnic groups. As these new rules come into practice, they have the potential to impact your company and your employees in a number of ways, including:

• Employee engagement – In a survey from Indeed.com, 82% of workers say they feel more engaged with – and fulfilled by – their work when they are paid fairly. And 81% of respondents say fair pay makes them more productive and loyal to their employers.
• Retention and recruitment – Among historically underrepresented groups, who typically are at greater risk of being underpaid relative to their male and white colleagues, pay transparency can help improve an employer’s ability to attract – and keep – top talent.
• Tensions in the workplace – As employees learn what their colleagues earn and question why they are paid less than their peers, employers who do not adjust salaries may risk worker attrition or disruption in the workplace. This can manifest in the form of quiet quitting, drops in productivity or conflict among workers and managers.
• Reputation – Few employers would want to be known for not supporting fair pay. Altruism aside, the reputational risks are significant. In addition to potential disruptive employee responses, consumers may protest with their wallets, putting financial performance at risk.
• Increased competition for talent – Once an employer posts the salary range for a job description, competitors may offer more pay for a comparable position, potentially fueling a bidding war for talent and jeopardizing an organization’s ability to compete with companies in a stronger financial position.
• Employee activism – Employees are increasingly comfortable taking their grievances public. This could occur in person and/or on social media including TikTok, which introduced the world to the notion of quiet quitting.
• Litigation – With pay transparency legislation affecting more employers – and with additional states and municipalities lined up to follow suit – employers may face a growing risk for lawsuits and court battles.

What you can do

Even if your organization isn’t currently subject to pay transparency laws, there are steps you can take to prepare.

Establish a cross-functional group to determine your organization’s approach. Include leaders/decision makers from HR, DE&I, Communications, Government Relations and Legal.

Develop a point of view. Collaborate with your cross-functional group to address the following questions to help determine your company’s next steps.

• What do we know about pay equity in our organization and any existing pay gaps?
• If we have disparity in employee compensation, how will we respond to level the playing field? Do we have the resources and senior leadership support to address this in an effective and meaningful way?
• What are we required to do now – and what penalties might we face by not complying?
• What is our timeline and what actions do we need to take in advance?
• Will our organization invest to keep ahead of legislation and avoid operating on the defensive when laws do take effect? If so, what investment/resources are needed?
• What is our total rewards package and how well do our employees understand their benefits, beyond compensation? How can we better communicate other elements?
• What are our competitors doing? Do we know about pay equity in their organizations? How are they responding? And how are their internal and external stakeholders responding?
• How does pay equity fit within our mission and values? Will pay transparency laws expose an authenticity gap within our organization and/or with our leadership?
• Does our organization have a downsizing/reduction in force on the horizon? If yes, which roles will be impacted? And how will these actions be perceived if compensation information is publicly available for these and/or non-impacted roles?
• How will we address employee engagement and productivity challenges?
• What can we do to address potential impacts on recruitment and retention? Where will we direct employees who have issues/questions/concerns about pay equity?
• Do we operate in other locations that will soon be subject to pay transparency legislation?
• How do we stay informed about what’s happening across the pay transparency landscape, including legislative updates and the impact on our competitors?

Start monitoring the conversation. Create processes to monitor social and traditional media dialogue around pay transparency. Although this legislation is not new in some markets, the dialogue will continue to pick up steam as New York and California laws take effect. Keep an eye on how your organization, your industry, your competitors and others in the geographies (with such laws) in which you operate are showing up. Don’t forget to keep an eye on employer review sites such as Glassdoor and Indeed. Establish reporting and escalation protocols to ensure key stakeholders are informed in a timely and efficient manner.

Bring in the experts. Depending on the complexity of your situation and in-house expertise, you may want to hire or contract with an HR or employment law expert. Many third-party firms have dedicated teams who track and specialize in pay transparency law. This may be particularly helpful if your organization has employees in multiple states with varying laws. In addition to HR and legal experts, consider enlisting DE&I professionals who can bring the right cultural competency to your pay transparency efforts.

Create a high-level communications plan. The timing and level of urgency assigned to this task will depend on the status of state and municipal legislation that would affect your organization. It is best to prepare in advance for any communications issues that could spark workplace controversy.

Plan for a series of clear communications. Start by assessing key stakeholders to ensure you are ready to respond to both internal and external audiences. Make sure messaging aligns across those audiences. And be sure to plan for a variety of scenarios. It’s a good idea to develop key messages or holding statements – to be further customized depending on the situation – that you can use in the most likely scenarios, such as:

• An employee confronts a leader at an internal meeting about pay inequity.
• A current or prospective employee calls out your organization or a specific executive via social media over pay disparity within your organization or relative to your competitor set.
• A reporter reaches out to you about or publishes a story about pay disparity involving your organization.

Prepare leaders and managers for conversations with their teams. Employees will have questions – and their supervisors will need answers. Toolkits with talking points and FAQ as well as dedicated training sessions may be needed to help them get ready for challenging conversations that gaining visibility into their peers’ compensation may prompt. Carefully consider who has compensation conversations with employees and ensure those individuals have the resources they need to guide those discussions.

Provide ongoing updates. Pay transparency legislation will continue to appear in other states and cities across the country. And, as it gains greater ground, it will likely undergo additional changes. As this occurs, continue to discuss these developments, what they mean for your organization and how you will address them.

As the push toward transparency gains momentum across more of the U.S., the requirements for employers will become more complex. Similarly, the approaches employers must take to effectively navigate this shifting landscape – and the potential implications for not doing so successfully – will continue to expand. By getting – and continuing to stay – informed, developing a planful approach and communicating effectively along the way, employers can position themselves to create a more equitable environment and employee experience while maintaining business continuity and minimizing disruption and the potential for reputational risk.

I’ve been with FleishmanHillard for a little over a year now and while there are many perks, my co-workers are my favorite part of the job. Naturally, I appreciate the things I have in common with my colleagues. At the same time, I’ve also learned to enjoy what makes us unique – including the lived experiences that come with the variety of generations in the workplace today.

A generational gap is defined as the different thoughts and worldviews held by different generational cohorts. And with five unique generations currently coexisting in a constantly evolving workplace environment, considering the generational gaps among your workforce may be a crucial missing piece of your current internal communications planning strategy.

Generally speaking, each of the generations listed below tends to have a different set of values, motivations, communications preferences and workplace expectations:

• Traditionalists (born before 1946)
• Baby Boomers (born between 1946 and 1964)
• Generation X (born between 1965 and 1976)
• Generation Y, or Millennials (born between 1977 and 1997)
• Generation Z (born after 1997)

While generational differences are not always apparent, their effects can be. In fact, according to Harvard Business Review, ignoring generational differences in the workplace has been shown to limit collaboration, spark emotional conflict and lead to higher employee turnover and lower team performance.

As employers continue to recover from the pandemic and address its lasting impacts, attempting to bridge generational gaps may be the missing link that better aligns, connects and engages a workforce.

But how do you bridge the gap between employees who seem to differ in so many ways? Consider these six simple approaches.

1. Assess communication preferences. Each generation gravitates toward a unique communication style. While communication preferences will vary from person to person, the list below provides commonly preferred channels and formats by generation. Tailoring your communication style to best fit their preferences can help drive awareness and understanding of business-critical information: 

• Traditionalists and Baby Boomers generally prefer formal and direct communication, either face-to-face or through phone calls.
• Generation X generally prefers less formal communication through email or text.
• Millennials generally lean toward immediate communications through instant messaging platforms.
• Generation Z generally appreciates visual, face-to-face communications, in person or via video chatting apps.

While these preferences can help guide your communications with each generation, you should always strive to understand your employees on an individual level.  

2. Focus on flexibility and empathy. Flexibility is no longer a nice-to-have, it’s a must. The pandemic has made it undeniably clear that employees want and need greater autonomy. As employees continue to adapt to new ways of working, ensure you’re cultivating a culture of flexibility and empathy. Some employees may be slower to adapt to flexible work arrangements, new technology and updated processes than others, and you should encourage everyone to be understanding of that.

3. Cultivate trust and belonging. Recognizing and acknowledging the value each generation brings to the table is critical to building trust and belonging within your workforce. Fostering a culture where employees are encouraged and empowered to share their unique perspectives and experiences is effective as both a business and people strategy.

4. Provide mentorship opportunities. Mentorship is a great way to connect employees of different ages and experiences. It provides employees a chance to learn and teach as they continue to grow in their careers. Consider establishing a program that connects senior leaders with junior talent and matches employees based on their work interests. To build trust with, and confidence in, younger generations, consider a reverse mentoring program that allows junior employees and new hires to play the role of mentor.

5. Connect employees beyond work. Create opportunities for employees to connect outside of work and get to know each other. While hosting events like happy hours, coffee chats and team dinners isn’t groundbreaking, employees are craving these activities as the world continues to reopen. These events provide employees the opportunity to build personal relationships that make work fun and help cultures thrive.  

6. Show appreciation. Acknowledging employees who go above and beyond helps to close generational gaps. Be sure to thank those who go out of their way to learn about their colleagues in and out of the workplace, who take extra time to train or onboard those who aren’t adapting as quickly as others, or who come to you with new ideas to better connect the workforce. Let them know you appreciate their effort to create a better, more inclusive and welcoming workplace.

Generational gaps can present challenges in the workplace. However, a generationally diverse workforce also allows employers to enhance employee satisfaction and drive increased collaboration and innovation through employees’ unique perspectives, experiences and ideas.

And by cultivating a workplace culture where all generations are appreciated, trusted and given the opportunity to teach and learn from each other, employers convert generational gaps into bridges.

The kids are back in school, pumpkin spice lattes are widely available at coffeeshops across North America and Europeans have returned from their summer holidays. As we settle into the rhythm of this new season, now is the right time for Environment, Social and Governance (ESG) leaders to begin crafting communications strategies for 2023.

Each year, pundits comment that the stakes for ESG “have never been higher.” While this statement is cliché, it holds true. Here are three insights ESG leaders should keep in mind as they initiate planning for the new year.

‘Showing Your Receipts’ Can Help Brands Differentiate Themselves as we Race Collectively Toward Net Zero

It wasn’t long ago that a brand announcing their intention to align with a net zero commitment was a newsworthy event. Now that over a fifth of the world’s largest companies have shared net zero commitments, corporate pledges to tackle the worst outcomes associated with climate change have become table stakes. In the past two years, reporters focused on environmental sustainability have become less interested in pitches about new private sector climate goals.

So, what is driving news? As the private sector rushes toward net zero, pitches that highlight the progress brands are seeing and the creative solutions others can leverage are becoming increasingly resonate. Radically transparent, externally-facing progress reports that provide visibility into ways brands are building unexpected partnerships to address industry-wide issues could be a way to cut through the noise in the new year.

Enhancing ESG Disclosures Now Will Help Brands Prepare for New SEC Requirements

In May 2022, the SEC issued a new proposal for climate-related disclosure rules designed to increase transparency and make it easier for investors to navigate and compare ESG claims. For publicly traded companies in the food and agriculture sector, a significant part of the disclosure requirements will be the mandate that brands over a certain revenue threshold who have set targets around carbon emissions disclose Scope 3 emissions when these emissions are material.

The comment period recently closed and – while details are still being finalized – it seems evident that new standards which will better align the U.S. approach with European markets will be enacted by 2024. Recognizing the intricate value chains endemic to the food and agriculture sector, now is the time for B2B brands to put into place necessary structures to report these emissions to customers and for CPG brands to start the process of requesting emissions data from suppliers and working with their Chief Financial Officers to ensure these reports are externally validated and held to a level of scrutiny required for inclusion in an annual 10-K. Instituting these practices before disclosure requirements are officially handed down could provide points of distinction amongst competitors and even an opportunity for thought leadership. Why wait to share, but also why stop at reporting? Sharing the story behind the numbers can also differentiate companies in a crowded conversation.

Leaning into the Intersections Between Business and Environmental Goals will Help Brands Best Serve Customers

Innova Market Insights’ top trend for 2022 was the concept of Shared Planet. Innova reports that 44% of global consumers indicate sustainability is extremely or very important when it comes to their diet and notes a +121% year-over-year growth of on-pack carbon footprint and reduced emissions communication in food and beverage launches. 

As consumers increasingly cite the health of the planet as one of their top concerns, linking ESG initiatives with business objectives will become vitally important to maintaining or increasing market share. ESG must be viewed as part of both broader business and communications strategies and not as a discrete initiative.

While the ESG landscape has never seen higher stakes, strong business opportunities exist for brands that are willing to think creatively about how they can show up differently as we work together for a more sustainable future. A willingness to prioritize transparency and unexpected partnerships and continued efforts to align ESG with business goals can make all the difference for brands in the food and agriculture industries.

Each year, when Hispanic Heritage Month (HHM) rolls around, it isn’t uncommon to see inquiries come in with the question, “What can we do this year to honor the Hispanic and Latino community?”

It’s a fair question to ask, and one that our U.S. Hispanic counselors happily provide guidance on. We always start with: “What else is the brand doing beyond Hispanic Heritage Month?” or “What is the brand commitment to the U.S. Hispanic and Latino segment and how is the company advocating for or supporting the Hispanic community after Oct. 15?”

HHM is a timely, relevant moment to celebrate, connect with and elevate the voices of Hispanics and Latinos. Many brands have nailed some great campaigns centered around the annual celebration – but it shouldn’t be the only time you’re engaging with this audience.

While recognizing the day is important and, in some ways, can be a launchpad, it shouldn’t stand alone as the only annual initiative. As marketers and communications specialists, we understand the value of authentic, ongoing, consistent investments in the Hispanic segment. So, what can you be doing throughout the year to celebrate U.S. Hispanics and Latinos in a credible and meaningful way?

Four ways to celebrate U.S. Hispanics and Latinos in a meaningful way year round

• Make HHM Part of a Larger Strategy: Brands are often looking for creative ways to activate during HHM. However, authentic, long-term connections are at the center of success, which is why it’s key to look beyond HHM and implement a U.S. Hispanic/Latino strategy rooted in consistency that aims to create meaningful engagements with the community throughout the year beyond a moment in time.
• Invest in Research: If launching a campaign, major product or partnership is not in the plan right now, that’s OK. Instead, invest in getting to know your audience. Hispanic consumers are not a monolith, and there is vast diversity within the community – each with their own story, culture and experience. Investing in primary research will more accurately inform exactly which segments within the Hispanic community engage or could potentially connect with your brand. This will allow you to tailor a bespoke message and campaign that resonates and helps create stronger connections with this brand loyal audience.

• Start from Within: Making sure there’s diverse Hispanic representation top to bottom within your organization is critical. Having appropriate representation from those leading any multicultural work is important to recognize and address the expansive diversity among Hispanic cultures. Input from members of the community is key to ensure inclusive messaging and culturally appropriate tactics are considered.

• Connect with the Community: Identify partners, community events or organizations that are making strides and stepping up for the Hispanic community. Many of them look to brands to help provide resources, funding and employee support to keep their mission alive and it will offer an opportunity to work closely with those committed to making a difference.

Recognizing Hispanic Heritage Month is a good first step in acknowledging and celebrating the community, to shine a light on the impact of Hispanics in the U.S. and to support and inspire continued progress. However, activating beyond this moment in time should be a mainstay, to not only earn loyalty, but to be a true advocate and champion for Hispanics.