Internal communication, also referred to as employee communication or internal relations, can be defined as “all formal and informal communication taking place internally at all levels of an organization.” (Kalla, 2005, p. 304). Employee communications is perceived as multi-disciplinary and can therefore sit within human resource management, public relations and marketing. A public relations perspective on internal communication by Welch and Jackson (2007), defines the relational nature of the concept: “the strategic management of interactions and relationships between stakeholders within organizations”. Relational dimensions include “internal line manager communication, internal team peer communication, internal project peer communication and internal corporate communication.”   

Internal communication creates a method for effective communication between employer and employees (Tkalac Verčič, 2019) and is essential for organisational success and performance (Ruck & Welch, 2012). For a thorough review on the research and practice of internal communication see Men (2021). 

Employee communication is an essential part of HR’s role. Good employee communication enables employees to stay connected to their workplace, understand their organisation’s purpose and strategy, identify with its values, and develop a sense of belonging by understanding how they contribute to its wider purpose. Beyond this, effective internal communication can influence a variety of employee and organisational outcomes such as; work engagement (Vercic & Men, 2023), trust (Men, et al., 2020), organisational reputation (Men, 2014b), employee advocacy (Thelen, 2019) employee retention (Kang & Sung, 2017), culture (Men & Yue, 2019) and performance (Jiménez-Castillo, 2016). Having a dedicated internal communications team is also associated with higher levels of employee engagement and workers are less likely to leave their organisation, than those without an internal communication team (IoIC, 2023).  

Communication is a critical part of employee engagement, which in turn promotes better performance, employee retention and wellbeing. Yet our research suggests that many employees feel they receive limited or very little information and there are challenges to effective communication at all levels of the organisation (CIPD, 2019). In times of uncertainty and rapid change, effective employee communication becomes even more vital. A recent survey showed that employees are most interested to receive more communications on pay and benefits, strategy and direction and career development opportunities (IoIC, 2023).

Evidence also shows that virtual teams face different challenges than face-to-face teams to continue operating effectively. One of those challenges is maintaining ongoing communication remotely. Our evidence review on developing effective virtual teams provides practical recommendations to mitigate communication issues.

An effective approach to internal communication will be cohesive and strategic and support a culture of trust and openness.

Successful communication:

• Builds a shared sense of purpose aligned to organisational strategy.
• Receives attention and support from senior leaders.
• Drives genuine dialogue.
• Draws on a range of digital channels and tools.
• Is essential for effective people management.
• Should be reviewed and assessed for effectiveness.

The role of senior leaders and people managers

A successful communication strategy depends on buy-in and support from senior leaders and people managers. A 2023 survey found that managers feel better-equipped to lead conversations when organisations have dedicated internal communication specialists (IoIC, 2023). Leaders may need support and training to be authentic, clear and inclusive in their communication.

Our talking about voice case study research highlights the importance of senior leaders buy in when implementing communication initiatives. People manager qualities that were associated with fostering employee voice and two-way communication were:

• creating a trusting and psychologically safe environment
• building rapport and relationships
• being accessible and approachable

Using communication technology

Employees are increasingly seeing intranets as out of date and unwieldy sources of information. Instead, interactive intranets and work communication apps (such as Microsoft Teams and Slack), are shifting internal communications. Some benefits include:

• Enabling timely employee interaction and collaboration.
• Creating digital communities and a sense of belonging.
• Quickly resolving operational issues, especially across a dispersed workforce.
• Encouraging teams or departments to collaborate.
• Giving employees greater voice.
• Gaining insight into issues that affect employees and their work.

Access to different technology channels for all employees needs to be reviewed to ensure everyone can receive and engage with the messages.

Two-way and multi-directional dialogue

The principle of two-way and responsive communication is crucial. Effective two-way communication supports the psychological contract and employee engagement, as individuals feel listened to and valued. CIPD’s Talking about voice report and case studies highlight the importance of employees having a meaningful voice at work.  

However, with the use of social networks and communication apps, communication has increasingly become multi-directional. Employees can share their views with colleagues at the same time as feeding them ‘upwards’, and quickly receive responses from colleagues or leaders in any part of the organisation. See our collective employee voice report for insight into the importance of having an effective framework for collective employee voice.

Assessing communications effectiveness

There are two key levels for evaluating communication effectiveness:

• Overall culture of communication within the organisation - a regular employee attitude survey can ask questions covering, for example, whether:
  • employees feel fully informed
  • communication is regular and consistent
  • employees’ feel listened to
  • leaders are trusted.
    
    
• Success against specific objectives - any communications campaign must have a clear aim, for example, awareness of a particular initiative, or a change in perceptions or behaviour. Once the aim is established, it’s possible to measure the campaign’s success.

When facing organisational change, or navigating through a time of crisis, carefully planned, strategic communications are critical. for employee sense-making and to reduce the ambiguity and uncertainty throughout the organisation and between management and workers (Frandsen & Johasen, 2011). Evidence suggests that effective crisis management communication contributes to positive employee outcomes (Kim, 2018).  

A good communications plan will cover appropriate timing, content, style and the channels to be used. It’s also important to have clear, honest and consistent messaging. 

Channel and message selection

Communications planning should start with the outcome – what do you want your audience to think, feel or do as a result? This gives a good basis for selecting appropriate messages and channels.

Some methods of communication tend to be top-down, such as all-staff presentations or team briefings. Others, such as group meetings or online discussion forums, provide more opportunity for dialogue.

When consultation and dialogue is needed, the method chosen should stimulate an appropriate two-way discussion. For example, while work social networks may work well for some discussions, more sensitive or targeted issues will be better as face-to-face individual or group meetings. It’s also important that communication addresses individual needs, including remote or part-time workers, or those who may feel more comfortable having one-to-one conversations rather than large group meetings.

Technology has transformed the range of options available for communicating with employees. However, not all employees will use social tools or have easy access to them. Communicators should consider the range of channels available and consider how people prefer to receive information and communicate, as well as ease of access across different employee groups.

Tailoring communications

Some organisations segment employees so they can tailor communications to different audiences. This can apply to both for the style of communication and the method – for example, using the intranet for employees who have computer access, but other approaches for employees who don’t.

Organisation size is also an important factor. Communication is more complex in a global organisation, especially where different languages and cultures are involved, this may require a more tailored, regional communications plan.

In large organisations, internal communications departments play a key role in developing the communication strategy and the flow of messages across the organisation. People professionals need to work with these specialists to ensure clear and timely communication around people management and employment issues.

Senior leaders set the tone as they should be role model for good communication, in terms of outlining strategy and purpose, and in their own communication style.

Managers are the front line of communicating with employees. They need to understand the importance of communicating and listening, have the right skills, and be willing to have conversations with their staff. Read our Developing managers for engagement and wellbeing guidance.

Finally, all employees play a role in ensuring effective communications at work. Emerging research on employee communication responsibility suggests that having an open communication climate, immediate supervisor communication, highlighting importance of the communication and management-employee communication all have a significant influence on employees behaviours around communicating responsibly and effectively (Andersson, 2019). 

Contacts

Acas - Informing and consulting your employees about workplace matters

Civil Service Guidance: Developing an internal communication strategy 

Involvement and Participation Association - case studies

Books and reports

COWAN, D. (2017) Strategic internal communication: how to build employee engagement and performance. 2nd ed. London: Kogan Page.

DEWHURST, S. and FITZPATRICK, L. (2019) Successful employee communications: a practitioner's guide to tools, models and best practice for internal communication. London: Kogan Page.

Institute of Internal Communication (2023). IC Index 2023.  

Men, L. R. (2021). Evolving research and practices in internal communication. In Men, L. R. & Tkalac Vercic, A. (Eds.). Current Trends and Issues in Internal Communication: Theory and Practice (pp.1-18). Palgrave Macmillan.

Visit the CIPD and Kogan Page Bookshop to see all our priced publications currently in print.

Journal articles

Andersson. R. (2019) Employee Communication Responsibility: Its Antecedents and Implications for Strategic Communication Management, International Journal of Strategic Communication, 13:1, 60-75, DOI: 10.1080/1553118X.2018.1547731

CALNAN, M. (2017) How to use internal social networks. People Management (online). 27 September.

Frandsen, F., & Johansen, W. (2011). The study of internal crisis communication: Towards an integrative framework. Corporate Communications: An International Journal, 16, 347–361.

Jiménez-Castillo, D. (2016). Beyond mere information transfer: The importance of a relational approach to market-related internal communication. Journal of Public Relations Research, 28(5-6), 268-281. 

Kalla, H. K. (2005). Integrated internal communications: A multidisciplinary perspective. Corporate Communications: An International Journal, 10(4), 302–314.  

Kang, M., & Sung, M. (2017). How symmetrical employee communication leads to employee engagement and positive employee communication behaviors: The mediation of employee-organization relationships. Journal of Communication Management, 21, 82-102.

Kim, Y. (2018). Communication behaviors for sensemaking and sensegiving in crisis situations: Strategic management approach for effective internal crisis communication. Journal of Communication Management, 22, 451-475.

Men, L. R. (2014b). Internal reputation management: Effects of authentic leadership and transparent communication. Corporate Reputation Review, 17, 254-272.

Men, L. R., & Yue, A. C. (2019). Creating a positive emotional culture: Effects of strategic internal communication and its impact on employee supportive behaviors. Public Relations Review, 45(3), 101764 

Men, L. R., Yue, C. A., & Liu, Y. (2020). “Vision, passion, and care:” The impact of charismatic executive leadership communication on employee trust and support for organizational change. Public Relations Review, 46 (3), 

Ruck, K., & Welch, M. (2012). Valuing internal communication; management and employee perspectives. Public Relations Review, Volume 38, Issue 2, pg 294-302. 

Thelen, P. D. (2019). Supervisor humor styles and employee advocacy: A serial mediation model. Public Relations Review, 45(2), 307–318. 

Tkalac Verčič, A. (2019). Internal communication with a global perspective. In K. Shriramesh, & D. Verčič (Eds.). The global public relations handbook theory, research, and practice. New York, NY: Routlidge.

Verčič, A. T., & Men, L. R. (2023). Redefining the link between internal communication and employee engagement. Public Relations Review, 49(1), 102279.

WALDEN, J., JUNG, E.H. and WESTERMAN, Y.K. (2017) Employee communication, job engagement, and organisational commitment: a study of members of the millennial generation. Journal of Public Relations Research. Vol 29, No 2-3, pp73-89.

Welch, M., & Jackson, P. R. (2007). Rethinking internal communication: a stakeholder approach. Corporate communications: An international journal, 12(2), 177-198.

CIPD members can use our online journals to find articles from over 300 journal titles relevant to HR.

Members and People Management subscribers can see articles on the People Management website.