How to set up an Internal Comms function from scratch

‘We need someone to do internal comms.’

There comes a point in the life of a growing business when you’ll hear those words muttered by someone. It might be the CEO, it might be the HR or Marketing specialist. Whoever it is, that person can see a problem looming: the company has got so big that information no longer flows effectively, no one person has responsibility for communicating with staff and messaging is ad hoc, messy even – people and things are getting missed. Someone needs to take control.   

Perhaps you’ve now decided to hire an internal comms specialist or maybe you are that specialist, new to a company which has never had an IC function before. If either of those apply, look no further, we have a few tips we hope might bring some order to the chaos!

Step One: identify why you need an Internal Comms function and what the function’s objectives should be. This boils down to one fundamental question: what problem are you trying to solve? And it’s not just ‘we need to communicate better with staff,’ it needs to go deeper than that. Are you, for example, having problems with retention? In which case, one of the goals for internal comms should be to boost staff satisfaction rates. Ideally, you should have answered this question before anyone is employed as it’s crucial in determining the nature of the role. 

Step Two: decide where your new Internal Comms function will sit within your organisation. Historically, Internal Comms has tended to sit within the HR or Corporate Comms department and the latter is still particularly true for big organisations which have whole teams dedicated to comms. But according to Gallagher’s latest State of the Sector ’22 report, it’s most common in small businesses for Internal Comms to sit more centrally, reporting directly to the CEO or Executive Team. We think this makes sense, although we’d also suggest that Internal Comms is given independence. It needs to be – and, more importantly, it needs to be seen to be – free from any biases or pushes which mean staff dismiss it as just another HR tool. When it’s objective and inclusive it can foster a sense of belonging which motivates and engages staff. It makes sense to be close to the centre as well though because it ensures the function has a strong understanding of business priorities. Its campaigns and messaging can then help drive the overall strategy, ensure there’s a two-way dialogue between leaders and staff and deliver best value for money. As the function grows, different departments, HR or Marketing, for example, could be assigned IC partners who would work closely with them on campaigns, ensuring a co-ordinated approach.

Step Three: get to know the organisation. If you’re the person appointing a specialist that means appreciating they’ll need a few months to immerse themselves in the business if they’re to be effective. If you’re the specialist, that means research and relationship building – get out there and talk to as many people as you can:  

·       Get to know all the major stakeholders and what their key wants are, making sure, in particular, that you understand the challenges they’re facing as this is likely to be what will define your strategy and key projects.

·       Meet your target audience – all of the staff, including frontline staff if applicable – and make sure you understand their jobs and what’s important to them. You can also look at HR data to make sure you’re aware of the overall demographic of employees. 

·       Identify the management style and culture within the organisation. Is it formal or informal? How do people like things to be done? How do they like to receive and consume information?

·       Figure out what internal comms is already in place. What’s the process for sharing praise, recognition or news and who is allowed to do that?  

·       While you’re primarily in listening mode make sure to also ensure people understand what value you can bring to them. If Internal Comms is a new function it can take a while for people to think about it as a resource they can tap into.  

Step Four: develop your plan. Now you can really get down to business. You should be clear on the organisation’s stated aims and objectives, you’ve agreed the initial objectives for your function and you’ve looked at what the actual focus and demands on the business are – where there are gaps and challenges. From there you can put together a longer-term strategy, with more granular detail, like a content map and calendar of communications, so stakeholders know what you have in mind. Make sure to keep them in the loop – you all want to be in agreement from the start. 

Step Five: ensure your long-term plan is adequately resourced. A tricky one this, but don’t leave arguing your case too long. In companies where there’s never been anyone doing Internal Comms it can feel to the person new to the role that there’s so much people want you to crack on with immediately all you’re doing is firefighting. For internal comms to prove successful over the longer term there needs to be time to analyse and – although this may take some arguing – there also needs to be adequate resourcing to reflect the ambition. 

And there you go – our guide to setting up an Internal Comms function from scratch. Simple, no? Of course not. Setting up a new department is always a challenge, whatever your specialism. But it can also be rewarding and exciting and, when you do it right, it’s great to be able to see the difference you’re making. Good luck!