Internal communications (IC) is not merely about informing employees about corporate developments, policies, and HR matters. Done purposely, it is about facilitating workplace trust, innovation/ideation, collaboration, and knowledge-sharing — all of which drive engagement and, as research has proven, positively impact a company’s financial health.
From this perspective, a business-centric, IC strategy is clearly an operational imperative, not an HR “nice to have.” Delivering definitive and sustainable value requires the function to have a strong business focus, integrating more deeply into business processes, and aligning efforts, priorities, and performance measurement yardsticks around facilitating essential business outcomes.
Employee engagement hinges on trust and confidence; candor and transparency in internal communications are critical. That means straight-talk about the good and the bad. It means owning and dissecting missteps, without any “spin”, as much as it is about championing successes, and providing employees with the means to collaborate and comment on internal issues that matter most to them.