The developing case for internal comms in management

The 2023 Gallagher report reveals the increasing value of internal communications in areas such as culture, strategy, and measurement and persistent challenges for the function to achieve greater management influence.

Another day, another survey about the contribution of the communication function to management. (I may be on to something with my PhD studies).

The Gallagher State of the Sector 2023/24 report identifies the opportunity for the internal communication function to contribute to management and the objectives of an organisation.

There's a lot to unpack in the 40+ page report. It has an international outlook and includes important insights for the broader corporate communications or public relations function.

Contribution of internal communications to management

When internal communicators operate strategically within management, employee understanding, engagement, and personal well-being improve. 

The top three areas in which communicators provide strategic guidance to management are strategy vision and purpose (52%), employee recognition (43%), and values, behaviour and culture (40%).

The business case for internal communications

According to the report, the business case for internal communication is based on contribution to culture, strategic alignment, channel optimisation, evidence of value and ultimately profitability drivers such as engagement [and productivity].

Measurement: surveys and focus groups

Measurement of the function has expanded in scope and usage. Insights are increasingly used to influence leadership and design programs. While engagement surveys remain the top listening channel, there has been an increase in qualitative feedback methods such as focus groups and listening sessions.

Management issues are common with the broader communications function

The challenges faced by internal communications in achieving its management potential are common to the broader corporate communication or public relations functions. Issues include a lack of involvement in decision-making, a lack of advance notice on changes, and a lack of investment and resourcing.

The survey had a large sample size (2,300) spanning roles, company sizes and geographies. It used statistical and multivariate analysis to uncover patterns and relationships between answers.