No, we don’t do PR: defining what Internal Comms really does

‘Internal Comms? Don’t you just do company PR?’ 

If there’s one question guaranteed to make an Internal Comms professional’s blood boil it’s probably that. But it’s not the only one. We’ve heard some corkers over the years. No, we’re not the party planners. No, we’re not internal marketing. And, more recently, no, we’re not the ones in charge of employee engagement, thank you very much. 

So, what does Internal Comms do then? A good question, because its role has evolved a long way from sending out the amateurish newsletters of yesteryear and there’s now plenty of research showing that, done well, it’s far more fundamental to a business’s success than many once thought. Sadly though, a lot of misconceptions remain, both among employees and management. If they’re arguments you’re facing in your organisation, here's how to combat them. 

Misconception One: Internal Comms doesn’t have any impact on the bottom line

The thing about Internal Comms as a function is that its budget is largely spent on getting information to employees – it’s a cost to the business – with no obvious impact on either sales or cost cutting, so it can be hard to quantify its financial benefit. Where Internal Comms really affects the bottom line is where it’s used to help improve employee engagement. We might not be the ones charged with that responsibility (that’s for HR and the leadership team as it involves implementing policies which go beyond an internal comms remit) but we do provide support – and that support makes a difference. Take this recent research which found that companies perceived by staff to have good internal comms had higher levels of engagement. Communication matters. It increases trust and makes it easier for people to do their jobs. More broadly, when internal comms gets senior management buy-in, it’s because they see its value in enabling the wider business strategy. It’s particularly important for any change or transformation management, where good communication can make the difference between a smooth rollout and a disaster.  

Misconception Two: You can’t measure the success of Internal Comms

This is one of the key reasons Internal Comms teams can struggle when they ask for more money. And, yes, proving a return on investment can be tricky in Internal Comms, as is the case with many of the softer skills. But it’s by no means impossible. There are tools out there which enable you to measure things like website analytics and email click-through rates. But that’s just surface-level data and doesn’t generally tell you much that’s meaningful. Look at options that will help you measure the effectiveness of Internal Comms in improving employee retention, recruitment and satisfaction and you’ll end up with a much more valuable set of key indicators. You can also focus on initiatives which can be measured by results rather than activity. One practical opportunity for Internal Comms can be to look at where the communications breakdowns happen in an organisation, how you can improve them and what impact doing so had on the productivity of that area of the business. Have a look back at our measurement blog for a reminder about measurement. 

Misconception Three: Internal Comms is nothing more than the mouthpiece of the leadership team  

A long time ago, Internal Comms was the voice of the leadership, seen by employees as management’s vehicle for sharing business updates and changes in strategy. Not so anymore. Internal Comms now is as much about listening as it is sending things out. Whether it’s Employee Spotlights or enabling user-generated content, a large part of Internal Comms’ role is giving employees a voice; conveying information up, down and across the business and helping HR and management understand employee priorities, so that the business strategy can be aligned with the genuine mood of the organisation. Good Internal Comms people don’t just say yes to whatever their leaders want either, they coach and help them find the best way to communicate with their staff. And where Internal Comms is done best it’s because IC has a seat at the exec table – they’re in the room when major decisions are made and they make sure those in charge know why a good IC strategy is integral to success. 

Misconception Four: Internal comms isn’t my job, that’s for the IC department

Big sigh on this one. Good communication is everyone’s responsibility. Internal Comms, the department, might oversee budget and strategy but Internal Comms as a discipline is all about helping the company achieve its objectives. And that is why it has to be everyone’s responsibility. It has to be part of a manager’s role that they communicate with their staff. Just as it has to be part of an employee’s role that they communicate with other colleagues to impart information that helps them do their jobs, or to let management know if things aren’t working as well as they should. Internal Comms as a function is there to enable this communication to happen in as easy and seamless a way as possible.  

So there you have it, four things people get wrong about internal comms and, hopefully, a little more clarity on the genuine value of what we do. Let us know if there’s anything you think we’ve missed!