Abstract
Addresses the value‐added benefit to be gained from employee communication costs. Asserts that psychological profiling does not always acknowledge or process identifiable communication variables as competence factors in decision making or for advanced training needs analysis. Supports the notion that information is driven by demand or “pull” rather than supply “push” as a measure of sound communication policy and practice, with implications for HR concepts of internal markets, empowerment and organisational climate. A UK pilot study supports the findings of a major US survey that up to a quarter of middle managers may not feel free to express their views in terms of emotional and intellectual capital that could contribute to enhanced quality assurance and other measurable performance assets. Concludes that lack of symmetrical communication leaves a credibility gap between policy and practice that creates a vacuum and makes the organisation vulnerable, especially during crisis management
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