Richard Etienne is the Global Director of Internal Communications at Elsevier.
Internal Communications (IC) often goes unnoticed in discussions about organisational success, yet it serves as the unseen thread that binds an organisation together. Whether during times of stability or turbulence, IC is the catalyst for alignment, engagement, and clarity across all levels of a business. As communicators, we have the power to shape narratives, boost morale and drive culture, making our role essential in any thriving organisation.
What is Internal Communications?
At its core, Internal Communications is the practice of ensuring that everyone within an organisation is informed, engaged, and aligned with the company’s vision, mission, and goals. It’s about creating an open and inclusive dialogue that connects employees to their work, their colleagues, and the leadership.
IC isn’t just about disseminating information like some glorified noticeboard—it’s about fostering a culture where every voice matters. Picture a company launch: an external marketing campaign might grab headlines, however without internal alignment, employees may feel disconnected.
As one senior IC leader once told me, “Your employees should be your first audience—if they don’t believe in your message, why should anyone else?”
Early in my IC career, I underestimated the importance of listening. I once led an employee engagement campaign that focused solely on top-down communication. While we achieved strong participation rates, a feedback survey revealed colleagues felt unheard and disconnected from the initiative’s purpose. This taught me that effective IC is as much about listening and adapting as it is about storytelling.
Aligning internal and external communications
The line between internal and external communications has blurred, especially in a progressively hybrid working world. Employees are brand ambassadors, and in today’s digital age, their voices often amplify external messaging. To align both streams effectively, IC professionals should prioritise consistency, authenticity, and timing.
A key strategy is to engage employees early. For example, when a company I worked for announced its gender pay gap initiatives, we held open forums and shared transparent internal briefings before external publication. This approach ensured employees were not caught off guard and felt informed, fostering trust and encouraging active participation in the external conversation.
The outcome? Trust levels in leadership increased by 15% in subsequent surveys, and external messaging gained authenticity through employee amplification. The lesson: engage internally first, and the external alignment will follow naturally.
Essential skills and traits for IC professionals today
IC professionals must wear many hats. Yes, storytelling remains our cornerstone skill—crafting narratives that resonate on a human level –however beyond that, we need:
- Cultural intelligence: In today’s globalised world, understanding and respecting different cultures is crucial for effective communication. By tailoring messages to diverse audiences, we can foster stronger relationships and build a more inclusive workplace.
- Data literacy: Metrics are the language of leadership – essential for making informed decisions and demonstrating the impact of internal communications. By using metrics to measure the success of our initiatives, we can elevate the strategic value of our role within the organisation.
- Conflict resolution and diplomacy: The world often seems divided, with news filled with political tension and social unrest. To effectively navigate these challenges, particularly in a global team, strong conflict resolution and diplomatic skills are essential. These skills allow us to bridge gaps between different teams, leaders, and stakeholders, fostering understanding and cooperation.
- Empathy: During challenging times like layoffs or mergers, it’s important to approach employees with empathy and understanding. By communicating openly and honestly, we can help alleviate concerns and build trust.
Driving employee engagement during challenging times
In difficult times, IC initiatives can be the lifeline for employees. A strong example comes from the pandemic era. At the Department for Business and Trade, we launched “Coffee break catchup,” informal virtual gatherings where leaders connected with employees to discuss non-work-related topics. These sessions saw record attendance, helping to combat isolation and improve morale.
Effective IC during challenging periods hinges on three principles:
- Clarity: Employees need to know what’s happening, why, and how it impacts them.
- Inclusivity: Provide platforms for two-way communication, such as anonymous Q&A sessions or town halls.
- Consistency: Regular updates build trust and prevent the spread of misinformation.
Measuring success beyond basic metrics
Traditional IC metrics like email open rates or intranet traffic are helpful but don’t tell the full story. True success lies in understanding the qualitative impact of your initiatives.
- Surveys and feedback: Regular pulse surveys help gauge how messages are received and whether they inspire action.
- Employee advocacy: Track the number of employees sharing positive messages about the organisation externally—this is a sign of internal engagement.
- Behavioural change: Did an initiative lead to measurable shifts, such as increased collaboration or adoption of new practices?
In a previous company, we monitored the sentiment in employee surveys after launching new learning programs. Positive shifts in trust and morale validated our efforts far more than numerical engagement rates.
Demonstrating strategic value to leadership
To gain a seat at the decision-making table, IC professionals must position themselves as strategic advisors, not just executors. This means speaking the language of leadership—data, outcomes, and return on investment (ROI).
For instance, when pitching a new IC platform, I highlighted not just the potential for better communication but also how improved engagement could reduce turnover, saving the organisation substantial recruitment costs. By tying IC initiatives to business outcomes, we make our value unquestionable.
Building trust with leadership also involves proactivity. Regularly present insights from employee feedback and suggest actionable solutions. When leaders see IC as a source of foresight and innovation, they’ll recognise its strategic importance.
Internal Communications is no longer a “nice-to-have” function—it’s a business-critical enabler of organisational success. By aligning internal and external messaging, honing diverse skills, engaging employees meaningfully, and demonstrating our value through measurable outcomes, IC professionals have the power to transform organisations.
The next time you send a message or plan an initiative; remember the unseen thread you’re weaving. It’s not just about delivering information; it’s about building a culture, creating connections, and driving progress. As communicators, we hold the key to unlocking potential—not just for employees, but for the organisations they help shape.
