AI时代员工沟通指南+The+State+of+Workforce+Communication+in+the+AI

1Mitel·

AWHITEPAPER

FROMMITEL

|SPECIALREPORT

TheStateof

Workforce

Communication

intheAIEra

WhyclosingthegapbetweenITinvestment

andworkerexperienceisasecurityand

·

businessimperative

Foreword

Everyorganizationwespeakwithisinvestinginbusinesscommunication.Newplatforms,integratedhybridandcloudmigrations,AIcapabilities,modernizationroadmaps.Theintentisclearandtheinvestmentisreal.

Andyet,morethanhalfofworkersreportthattheirtoolsfailthematpreciselythemomentsthatmattermost.

Thatdisconnectiswhatthisresearchsetouttounderstand.Wesurveyed2,000IT

decision-makers(ITDM),deskworkers,andfrontlineworkersacrossNorthAmerica,

theUK,Germany,andFrance,andwhattheytolduschallengessomeoftheassumptionsorganizationsaremakingabouthowwelltheircommunicationinvestmentsareactually

landing.

Thefindingsaredirect.Workersarenotstrugglingbecausetheylacktools.Mosthavetoo

many.Theyarestrugglingbecausethetoolstheyhaveweren’tdesignedfortheconditionstheyworkin—thefast-moving,high-pressure,oftenmobileenvironmentswherethequalityofcommunicationinagivenmomentcandeterminethequalityofaservice,adecision,or

anoutcome.ThegapbetweenwhatITleadersbelievetheyaredeliveringandwhatworkersexperienceeverydayhasmeasurableconsequencesforproductivity,servicequality,safety,andsecurity.

Whatstruckusmost,however,isafindingthatrunsthrougheverysectionofthisresearch:theorganizationstreatingITcontrolandworkerexperienceascompetingprioritiesare

makingastrategicerror.Whenworkerscan’tgetwhattheyneedfromapprovedtools,theyfindotherways.ThoseworkaroundsactivelyerodethevisibilityandgovernanceITteamsareworkingtomaintain.Improvingworkforceexperienceishoworganizationsreclaimcontrol.

Thepathforwardrequiresthreethingstocometogether:communicationtoolsbuiltfor

therealconditionsofwork,understandinghybridinfrastructureasadurableoperatingmodelratherthanatemporarystate,andAIintroduceddeliberatelythroughtheworkforce,not

aroundit.

Thisresearchwon’ttellyouwhattechnologytobuy.Whatitwilltellyouiswherethegapis,whyitpersists,andwhatitcoststoleaveitunaddressed.Theorganizationsthatclosethe

gapwillbuildtheoperationalfoundationthatmakeseverythingelse—innovation,agility,growth—possibleontheirterms.

EricHanson

ChiefMarketingOfficerMitel

2Mitel·

3Mitel·

Contents

Introduction

TheCurrentStateofWorkplaceCommunications 4

Section1

CommunicationToolsareFailingaMobile,FrontlineWorkforce 5

Section2

PoorCommunicationImpactsPerformance,ServiceandSecurity 10

Section3

Voice-firstCommunication,HybridFlexibilityandAI 14

Conclusion

CommunicationistheFoundationforaSecure,Productive,EngagedWorkforce 19

Methodology 20

Boilerplates:MitelandVansonBourne 20

4Mitel·

INTRODUCTION

TheCurrentStateofWorkplaceCommunications

Eightinten(80%)oftheglobalworkforceareinfrontlineroles,yetmanycommunicationtoolshavebeen

designedwithdesk-basedworkersinmind.Addingtothecomplexity,workers’roleshavebecomemore

varied,withbothdesk-basedandfrontlineworkersexpectingsimplicityfromtheirwork-basedcommunicationtools.

Organizationsarealsounderpressuretomodernizeinresponsetotheseevolvingdemands.ITleadersarebeingaskedtoupdateavailabletoolstosupportawiderrangeofworkerneedsandexpectations,keepingpacewithrapidadvancessuchasartificialintelligence(AI)whilemaintainingsecurity,governance,and

architecturalcontrolinenvironmentsthataregrowingmorecomplex,notless.

Asworkforcesbecomemoredistributedandthenumberofcommunicationtoolsmultiplies,theattacksurfaceforsecurityriskexpandsalongsideit.ITleadersaretryingtomodernizewithoutlosingthevisibilityandcontrolthatkeeptheirorganizationsprotected.

Despitethisinvestmentacrossallthreefronts,workersreportthattheirday-to-dayexperiencewith

communicationtoolshasnotmeaningfullyimproved.Formany,itremainsinconsistentatbestandactivelyobstructiveatworst:agapthatwidensthelongerthefundamentalsgounaddressed.

Thisresearchexploresthecurrentstateofworkplacecommunication,lookingtounderstandworker

expectationsandrealitywiththeircurrentcommunicationtools,comparedtotheexperienceITleadersintendtodeliver.ItalsofocusesonhowAIischangingthewaydeskandfrontlineemployeescommunicate.

Wesurveyed2,000respondentsacrossNorthAmerica(USAandCanada),UK,FranceandGermany,allfromorganizationswith500ormoreemployees.Hereiswhattheytoldusabouthowcommunicationsarereallyworkingintheirorganizations:

63%

76%

79%

87%

51%

ofdeskandfrontlineworkersfeelpressuredto“makeitwork”evenwhensystemsarenotdesignedfortheirneeds

ofdeskandfrontlineworkersareusingnon-approvedcommunicationtoolsforwork-relatedpurposes

ofdeskandfrontlineworkersprefervoicecommunicationswhenanissueneedsrapidaction

ofITleaderssaytheirorganizationadoptsahybridapproach(mixofon-premandcloud)tohosttheirworkforcecommunications

ofITleaderssaytheysupportworkers“verywell”withAI,butonly30%ofworkersagree

Theseresultshighlightacleartension.OrganizationsareinvestingincommunicationtoolsandAI,yettheexperienceformanyworkersisnotsatisfactory.Thisgapbetweeninvestmentandexperienceisbecominghardertoignore.

SECTION1

CommunicationToolsareFailingaMobile,FrontlineWorkforce

Communicationtoolsarethebackboneofhowpeoplework,shapinghowteamsconnectandshare

information,dowork,andsupportcustomers.Gettingthis‘right’isessential,especiallyasworkforcesbecomemoredistributed.

ITleadersrecognizethestrategicimportanceofcommunicationtools(93%),yetmanyalsoacknowledgethatsomepartsoftheworkforcearebetterservedbycommunicationtoolsthanothers(89%).Thispointstoa

gapbetweenintentionandreality,wherecommunicationtoolsareimportantinprinciple,butarenotalwaysdesignedtomeetthevaryingneedsofadiverseworkforce.

89%

Somepartsoftheworkforce

arebetterservedby

workforcecommunication

toolsthanothers¹

Buttheyrecognize…

%

ofITDMssayworkforce

communicationtoolsare

consideredstrategically

criticalatalltimes¹

Workersareforcedtousecommunicationsystemsthatdon’tfittheirneeds

Thisgapbetweenintentionandrealityisreflectedintheday-to-dayexperienceofdeskandfrontlineworkers.Oversixinten(63%)feelpressuredto“makeitwork”evenwhencommunicationsystemsarenotdesigned

fortheirneeds.Thispressureisfeltmoreamongfrontlineworkers(thoseworkingdirectlywithcustomers

andpatientsinthefield),likelybecausetheirrolesaremoredependentonreal-timecoordination,leavinglessroomfordelaysorworkarounds.

Theconsequenceofthisgapis

evidentinhowworkersratetheir

communicationtools.Only34%

deemingthemveryeffectivein

helpingthemtogettheirdailyjobsdone.Communicationtoolsshouldenableseamlesscollaborationandreal-timedecision-making,yetformanyworkers,itiscreatingfrictioninstead.

63%71%

ofworkersfeelpressuredto“makeitwork”evenwhencommunicationsystemsare

notdesignedfortheirneeds²DeskFrontline

workersworkers

56%

5

1Towhatextentdoyouagreeordisagreewiththefollowingstatements?Somepartsoftheworkforcearebetterservicedbyour

communicationtoolsthanothers.Communicationtoolsareconsideredstrategicallycriticalatalltimes.Base:AskedtoITrespondentsonly[n=607]

2Towhatextentdoyouagreeordisagreewiththefollowingstatements?-Ifeelpressuredto“makeitwork”evenwhensystemsarenotdesignedformyneeds.Base:AskedtoDesk/Frontlineworkers[n=1,393]

Mitel

ThischallengeisparticularlyacuteintheUK(30%)andFrance(22%),andmostsevereamongfrontline

healthcareworkers(14%).Thisshowsthatgreatestgapsareappearinginhigh-stakesenvironmentslike

healthcare,wherecommunicationismostcriticalandthelackofitcancarrydirectimplicationsforservicedeliveryandpatientoutcomes.

Tooloverloadisdrivinginefficiencyandmissedcommunication

Akeydriverofcommunicationfrictionistooloverload.Deskandfrontlineworkersarejugglinganaverageofsevendifferentcommunicationchannels,fromemailandmessagingtoolstovideoandindustry-specificsystems.Whileeachchannelservesapurposeindividually,togethertheycancreateafragmentedexperiencethatisdifficulttomanage.

97%

Email

Workersuse

anaverageof7

communication

channels³

91%

Messaging

tools

83%

Business

andsecure

messaging

86%

Videocalls

(1:1)

76%

Contactcentreorcustomer interaction

83%

Industry-

specificcomms

software

90%

Video/virtualmeetings (group)

94%

Video/

audiocalls/messaging

“Idislikehavingto

usesomanydifferent

platformsandtoolsjust

todothedifferentthings

Ineedtogetdone.I

wishtherewereonly2

or3toolswhereIcando

everythingon”

-Deskworker,NorthAmerica

3Thinkingaboutthecommunicationchan-nelsyouuseatwork,howdoyoufeelabouteachofthefollowing?Base:AskedtoDesk/Frontlineworkers[n=1,393]

Thisoverloadofcommunicationtoolsisresultingintwokeyissues:timeislostswitchingbetween

communicationtoolsandmessagesbeingmissedbecausetheyaredispersedthroughdifferentchannels.

Insteadofenablingseamlesscommunication,thiscreatesafragmented,reactiveenvironmentwheredelaysandduplicationbecomemorelikely.

Thischallengeisevenmorepronouncedforfrontlineworkers,whooperateinfast-paced,time-criticalenvironmentswheremissinga

messageorswitchingbetweentoolsisnot

justinefficient,butcandirectlyimpactservicedelivery,safety,andoutcomes.

“Whatreallyannoysmeisthat

informationisscatteredacrossdifferent

communicationchannels,andyouhave

toclickthroughalltheoptionstoaccess

it.SometimesImissinformationbecause

Iwasn’tlookingintherightplace”

-Frontlineworker,France

KeyIssuesWorkersExperience⁴

65%64%

57%

54%

Workers

DeskWorkers

FrontlineWorkers

TimeiswastedMessagesaremissed

46%

51%

Whatdoworkersexpectfromtheircommunicationtools?

Despitejugglingmultipletoolsandchannels,deskandfrontlineworkersarenotaskingforadvancedfeatures.Theyareaskingforthefundamentalstowork.Reliabilityduringcriticalmoments(97%),seamlessperformanceacrosslocationsanddevices(96%),easeofuse(95%),andstrongsecurity(95%)areconsideredessential.

Clearaudio(94%)andreducedsilos(87%)arealsoextremelyimportanttomost.

Unfortunately,thesebasicneedsareoftenunmet,witharoundsixintenworkers(60%)experiencingarangeofcommunicationissuesthatdisrupttheirworkatleastonceaweek.Workersaredealingwithmultiple

pointsoffriction,fromnotificationoverloadtounreliableconnectivityandconstanttoolswitching.Itistheaccumulationofthesesmallfailuresovertimethatunderminesproductivity,servicedelivery,andsafetyinsomecases.

toolstocompletebasictasks’.BaseaskedtoDesk/Frontlineworkers[n=1,393]

74Towhatextentdoyouagreeordisagreewiththefollowingstatements?‘IwastetimeswitchingbetweenmultiplecommunicationMitel

Frontlineworkersare1.6timesmorelikely,whencomparedtodeskworkers,toexperiencedisruptionfrom

thesecommunicationissues[seebelow].Thishighlightshowfragilecommunicationenvironmentsarein

frontlineconditionsandreinforcestheneedfortoolsthatarereliableandfitforpurpose.Italsoshowshow

multiplecommunicationissuescanquicklycompound,particularlyinroleswheretimingandcoordinationarecritical.

CommunicationIssuesthatDisruptWorkersatLeastOnceaWeek⁵

70%71%70%

67%

64%

59%

54%

47%

43%

38%

Communication

toolsbeing

unavailableornot

working

FrontlineWorkers

Poor

communication

quality(e.g.

brokenaudio,lag)

Havingto

switchbetweenmultipletoolsto communicate

Toomany

notificationsor

alertstokeepup

with

Difficultyinknowingwhichtoolstouseorwhotocontact

Restrictionsorrulesthatmakecommunicationharder/slower

Notificationsnotbeingdelivered

DeskWorkers

Workers

44%

64%

66%

56%

59%

62%

63%

65%

52%

67%

51%

Meetingthecommunicationneedsoftheworkforce

Communicationtoolsthatmeetemployeeneedsareessentialforenablingproductivity,supportingfasterdecision-making,improvingemployeeexperience,andmaintainingservicequality.Overeightinten(81%)ITleaderssaytheyconsidertheneedsofworkerswhen

makingdecisionsabouttheirworkforcecommunicationtools.

However,workerperceptionstelladifferentstory,withaminoritywhofeelthattheirneedsarebeingconsidered.

This‘consideration’gapis

evenwiderforworkersinthe

UK(27%)andFrance(29%)

andmostacuteforfrontline

workersinthehealthcare

sector(17%).

28%

46%

ITConsiderstheNeedsofWorkersWhenDecisionsareMadeAbout

WorkforceCommunicationTools⁶

ITLeaders

DeskWorkers

FrontlineWorkers

81%

8

5Howoftendothefollowingcommunicationissuesdisruptyourwork?Base:AskedtoDesk/Frontlineworkers[n=1,393]

6Howwelldoyoufeelyou/yourITdepartmentconsiderstheneedsofyouremployees(i.e.officeandcustomer-facingworkers)when

decisionsaremadeaboutworkforcecommunicationtools?Base:askedtoITdecisionmakers[n=607].Howwelldoyoufeelyourneedsareconsideredwhendecisionsaremadeaboutworkforcecommunicationtools?Base:askedtoDesk/Frontlineworkers[n=1,393]

Mitel

ITleadersbelievetheyarefocusedonsupportingworkerswhenchoosingcommunicationtools,butthisis

notalwaysexperiencedbytheworkersintheirday-to-daywork.Thishighlightsagapbetweenhowtoolsaredesignedandhowtheyareusedinpractice.Communicationtoolsmaythereforefeellesstailoredtotheirrole,presentinganopportunitytobetterconnectthesedecisionswiththerealitiesofhowpeoplework.

Improvementstocommunicationtools

ITleadersrecognizetheneedforimprovementincommunicationtools,particularlyaroundreliabilityunder

pressureandtheprotectionofsensitiveinformation.Workersalsoseetheneedforimprovement,buttheir

prioritiesaremoregroundedinday-to-dayexperience.Frontlineworkers,inparticular,placegreateremphasisonreliabilityandtoolsworkingsmoothlyinreal-worldconditions.

ImprovementsNeededtoCommunicationTools⁷

71%71%

66%64%65%67%

61%

56%

46%

Reducesilosby

makingiteasier

toreachtheright

people

FrontlineWorkers

Beeasytouseand

suitedtodifferent

roles

Deliverclear,

consistentaudio/

voicequality

Secureand

protectsensitive

information

Worksmoothly

acrosslocations

anddevices

Workreliablyduringbusyorcritialmoments

DeskWorkers

ITLeaders

49%

42%

43%

56%

53%

53%

41%

41%

61%

WhilethereisalignmentbetweenITandemployeesontheneedforchange,deliveringimprovementsto

workforcecommunicationisnotstraightforward.ITteamsmustaddressfundamentalissueswhilemanaginggrowingcomplexity,risingsecuritydemands,andpressurestomodernize,allwhilemanagingwiderresourceconstraints.Deliveringthischangewillrequireamorepractical,user-ledapproach,reflectinghowwork

happensacrossdifferentrolesandenvironments.

9

7Thinkingaboutthecommunicationtoolsyourorganizationprovidestoemployees,howmuchimprovementisneededineachofthefollowingareas?Base:askedtoITdecisionmakers[n=607]Howwelldoyoufeelyourneedsareconsideredwhendecisionsaremadeaboutworkforcecommunicationtools?Base:askedtoDesk/Frontlineworkers[n=1,393]

Mitel

SECTION2

PoorCommunicationImpactsPerformance,

Service,andSecurity

ThecommunicationissuesidentifiedinSection1gobeyondthetoolsthemselves.Thesebarrierscanaffectindividualperformanceandwell-being,servicedelivery,andhoworganizationsmanagerisk.Communicationhasalwaysbeencriticaltohowworkgetsdoneandevensmallissuescanhaveabigimpact.

Theseimpactsarebeingfeltacrossthreekeyareas:

Employeeproductivityandwellbeing

Servicedelivery

Securityrisks

50%

Productivityandwellbeing

Feelincreasedpressure

duringbusyorcritical

moments⁸

Frontlineworkers

Forfrontlineworkers,theseimpactsareimmediate.Overhalf(54%)saycommunicationissues

delaythemincompletingtasksorresponding

tosituations.Thisisparticularlypronouncedin

Feelingincreasedpressureduringbusy

orcriticalmomentsishighestforthe

hospitality(57%)andhealthcare(55%)

sectors,whereevensmallcommunication

failiurescanescalatequickly,amplifying

stressandmakingalreadydemanding

roleshardertoperform.

8Whencommunicationissuesoccur,howdotheyimpactyourabilityto

healthcare(66%),wheredelayscanhaveserious

consequences,potentiallyaffectingpatientcareandoveralloutcomes,increasingbothoperationalrisksandemotionalstrainonworkers.

Asimilarproportion(50%)offrontlineworkers

reportincreasedpressureduringbusyorcritical

moments(theverymomentswhencommunicationneedstoworkwithoutfail).

doyourjobeffectively?Combinationofresponsesrankedfirst,secondandthird.Base:Frontlineworkerswhoexperiencecommunication

issuesthatdisrupttheirwork[n=606]

Deskworkers

Whiletheimpactismoreimmediateforfrontlineworkers,deskworkersfaceadifferentsetofchallenges.Deskworkersareexpectedtooperateinincreasinglyfast-paceddigitalenvironments,makingitcritical

thatcommunicationenablesproductivity.Butformany,itisoftenabarrier,with63%wholosetimeduetoinefficientcommunication.Thisisn’tcausedbyalackofcommunicationtools,butbyswitchingtoolsandchasinginformationfromdifferentsources.

For46%ofdeskworkers,productivityortheabilitytofocusonhigher-valueworkisreduced.Organizationswithcommunicationtoolsthatenhanceproductivitywillbebetterpositionedtodriveefficiencyandgainacompetitiveadvantagethroughfasterdecision-makingandimprovedoutputsfromtheirdeskworkers.

44%

Feelincreased

stressor

frustrationsin

theworkday

when

communicationsissuesoccur⁹

Boththeyoungest(GenZ)andoldest(Baby

Boomers)workersaremorelikelytofeel

increasedstressandfrustration(52%and

51%respectively).Thismayreflectdifferent

pressures,withGenZadjustingtothe

workplace,whileBabyBoomersareadapting

tochangingtoolsandwaysofworking.

Theimpactofthesecommunicationissuesgoesbeyondefficiency,with44%ofdeskworkersreporting

increasedstressandfrustrationduringtheworkingday.Thishasadirectimpactonproductivityandcanhinderaworker’sabilitytodotheirjobeffectively.Overtime,thiscouldleadtoamorereactive,lessfocusedculture,wheredeskworkersarerespondingtoissuesinsteadofdeliveringmeaningful,high-valueoutcomes.

Servicedelivery

Thecommunicationissuesdeskandfrontlineworkersfacedonotstaycontainedwithintheworkforce.Instead,theydirectlyaffectthequalityofservicebeingdelivered.

Oversixinten(62%)workerssaycomplexorunreliablecommunicationtoolsmakeithardertoprovide

thebestpossiblesupporttocustomers,patientsorclients.Thisrisesto70%amongfrontlineworkersand

highlightsaclearlinkbetweeninternalcommunicationandexternaloutcomes–whencommunicationbreaksdown,servicequalityfollows.

Ofworkerssaycomplexor

unreliablecommunication

toolsmakeithardertoprovidethebestpossiblecustomer/

patient/clientsupport10

DeskworkersFrontlineworkers

62%

56%

70%

11

9Whencommunicationissuesoccur,howdotheyimpactyourabilitytodoyourjobeffectively?Combinationofresponsesrankedfirst,secondandthird.Base:Deskworkerswhoexperiencecommunicationissuesthatdisrupttheirwork[n=760]

10Towhatextentdoyouagreeordisagreewiththefollowingstatements?‘Complexorunreliablecommunicationtoolsmakeitharderformetoprovidethebestpossiblecustomer/patient/clientsupport’Base:Askedtoworkers[n=1,393]

Mitel

Thisextendsevenfurthertosafetyrisks,with35%offrontlineworkerssayingcommunicationproblemscreatesafetyrisksforcustomers,patientsorstaff.Thisisacriticalwarningsign.Leftunaddressed,thiscouldturn

routinecommunicationproblemsintopointsoffailureacrosstheentireorganizationandsignificantlyimpactcustomersorpatients.

Thesesafetyrisksareparticularlyhighinmanufacturing,financialservices,andhealthcare.Formanufacturing,breakdownsincommunicationcoulddirectlyimpacton-sitesafetyofstaffandcustomers.Infinancial

services,failurescancompromisecomplianceandsecurity,increasingexposuretoregulatoryandoperationalrisk.Thestakesareevenhigherinhealthcare,withcommunicationbreakdownshavingadirectimpacton

patientsafetyandqualityofcare.

“Whencommunicationissuesoccur,itcreatesasafetyriskforcustomers,patients,orstaff”11

41%

35%

27%

Banking,Financial

Servicesand

Insurance

Publicsector

excl.healthcare

Healthcareincl.hospitals

Manufacturing

46%

46%

Hospitality

35%

23%

Retail

Total

Communicationisfundamentaltoservicequalityandsafety,andtheimpactoftheseissuesgoesfarbeyondproductivity.Itdirectlyshapescustomerandpatientoutcomes.Inhigh-riskenvironmentslikehealthcare,theconsequencescanbelife-critical,makingitessentialfororganizationstohavecommunicationenvironmentsthatarereliableandfitforpurpose.

SecurityrisksthroughshadowIT

Whenworkersarefacedwiththese

communicationissues,theyarenot

waitingforsystemstoimprove.Theyaretakingmattersintotheirownhands,notbypreference,andarefindingtheirownsolutionstokeepworkmoving.

Thisbehaviorisevenmorepronouncedamong

youngeremployees.GenZaremorelikely(90%)touse

non-approvedchannelsfrequently,suggestingalower

toleranceforfrictionandastrongerpreferenceforfast,

intuitivetoolsthatsuittheirwaysofworking.

Workersthatusenon-approvedchannelstocommunicatefor

work-relatedpurposes12

DeskworkersFrontlineworkers

76%

66%

89%

12

11Whencommunicationissuesoccur,howdotheyimpactyourabilitytodoyourjobeffectively?Combinationofresponsesrankedfirst,secondandthird.Onlyshowing‘Icannotmeetservicequalitystandardsformycustomersorpatients’and‘Itcreatessafetyrisksfor

customers,patientsorstaff’.Base:Frontlineworkerswhoexperiencecommunicationissuesthatdisrupttheirwork[n=606][Banking,FinancialServicesandInsuranceisalsoreferredtoasBFSI]

12Howoftendoyouusenon-approvedcommunicationchannelstocommunicateforwork-relatedpurposes,ifatall?Base:AskedtoDesk/Frontlineworkers[n=1,393]

Mitel

Overthreequarters(76%)ofworkersareusingnon-approvedcommunicationchannelsforwork-related

purposes,despite68%ofITleaderssayingthesearediscouragedorstrictlyprohibited.Thishighlightsagapbetweenpolicyandreality,wherethedemandsofthejobareoutweighinggovernance.

Thisbehaviourisevenmorepronouncedamongfrontlineworkers,whoareovertwiceaslikelytousenon-approvedtoolsoften,atleastseveraltimesaweek(deskworkers:25%,frontlineworkers:53%).Theyare

alsomorelikelytocitepracticalreasonsfordoingso–non-approvedcommunicationtoolsarefaster,moreaccessible,andinsomecases,theonlyoptionwhenworkdevicesareunavailable.Speedandaccessibilityarenon-negotiableinfrontlineroles.Whenapprovedcommunicationtoolsfallshort,workersareforcedtorelyonwhateverenablesthemtorespondtotheircustomersandpatientsquicklyandeffectively.

WhyDeskandFrontlineWorkersUseNon-ApprovedChannelsforWork13

45%

48%

38%

33%

31%

32%

28%

23%

21%

22%

It’sfasterormoreconvenienttouse

Aworkdevice

isnotalways

availablywhenI

needit

Iammorefamiliar

orcomfotablewith

usingmypersonal

Work-provided

deviceshave

restictionsthat

limitwhatIcando

Itgivesmeeasier

accesstothetools

orappsIneed

device

DeskWorkers

FrontlineWorkers

Theseworkaroundsintroducesignificantsecurityriskstoorganizations.Over90%ofITleadersidentifyrisks

suchasdataexposure,compliancebreaches,cybersecuritythreats,andalossofvisibilityandcontrolas

adirectresult.Itsuggestsanurgentneedtoimproveemployees’communicationexperiencetominimize

creatingenvironmentswheretheneedtogetworkdoneandtheneedtostaysecureareconstantlyinconflict.

Lossof

visibility/control

Lackofauditability

Duplicate/

inefficientwork

Sensitive

information

exposure

Cybersecuritythreats

Compliance

orregulatory

breaches

Operationaldisruption

ITLeadersIdentifiedKeyRisksAssociatedWiththeUseofNon-ApprovedTools14

93%

90%

92%

93%

93%

93%

91%

13

13Whydoyousometimesuseanon-approvedchannelforwork?Base:Askedtoworkerswhouseandknowwhatpersonalornon-approvedchannelstheyuseforcommunicationaboutwork,[Deskworkersn=511,Frontlineworkersn=551]

14Towhatextentdoesemployeesuseofnon-approvedcommunicationchannelsforworkpurposesincreaseyourorganization’sriskinthefollowingareas?[Base:ITdecisionmakersn=607]

Mitel

SECTION3

Voice-firstCommunication,Hybri