Additionally, the report, which gathered data from over 2,300 communication and human resources leaders spanning 56 countries, discovered that approximately 13% of communicators are uncertain about their organisation's use of AI.

“For many organisations, it’s the Wild West with regard to how they are adopting and implementing AI,” said Ben Reynolds, Global Managing Director of Gallagher’s Communication Consulting Practice. “Because so few organisations have an AI plan, we can connect the dots to better understand why half of the respondents (50%) are skeptical or even fearful about the impact of AI. That said, with an AI plan in place, the technologies may help communicators overcome what they’ve identified as two of the top three barriers in 2024, which are the lack of time and lack of financial resources.” 

The State of the Sector report highlights that communicators utilising AI are thrice as likely to believe that the technology will lessen their workloads. Furthermore, those adopting AI are 20% more inclined to think it will enhance the quality of communications. While AI has the potential to increase efficiency and introduce innovative communication methods, experts from Gallagher advise organisations to prioritise mastering fundamental skills, alongside exploring training options and feedback channels to maximise investment returns.

Despite advancements in technology aimed at boosting efficiency, the value of human interactions remains irreplaceable. Indeed, a significant majority of communicators (84%) depend on managers to some extent for disseminating information. Managers typically address topics such as strategy, vision, and purpose; values, behaviours, and culture; as well as the integration of organisational changes or mergers and acquisitions.

However, three out of five respondents reported that the quality of manager communication did not meet their expectations. Moreover, 18% of those surveyed identified "poor people manager communication skills" as a major obstacle to success in 2024. To address these challenges, organisations are adopting various strategies and tools to enhance outcomes. The most popular resources include on-demand learning (82%), written or downloadable materials to aid in communication (74%), exclusive forums or communication channels for managers (67%), and personalised coaching or mentoring in communication skills (63%).

“Managers who were evaluated on their communications skills were twice as likely to meet/exceed expectations as those who were not evaluated. And those who weren’t evaluated/accountable were more likely to receive tools, training and resources,” said Reynolds.

In addition to identifying best practices and areas for improvement, State of the Sector looked at the wellbeing of communicators themselves. Nearly 40% of communicators (38%) indicated their wellbeing decreased in 2023. For many respondents, challenges around dwindling employee attention spans (12%), lack of leadership buy-in and understanding of the profession (27%), and having to do more with less (23%) has likely contributed to this deteriorated wellbeing.

“Communicators are a passionate bunch who are focused on making meaningful changes within their organisations. Rather than putting more weight on their shoulders, the goal of Gallagher’s State of the Sector report is to offer benchmarks and guidance to ultimately improve the employee experience, as well as their own,” Reynolds added.