A lot helps a lot – the dilemma of digital internal communication

A lot helps a lot – the dilemma of digital internal communication

Digital media continue to gain ground in internal communication. Intranets, e-mails and newsletters are among the most frequently used channels at 81%. Microsoft 365 applications such as SharePoint-based intranets, Viva Engage and Teams are now standard in the corporate world. The multitude of digital channels is both a curse and a blessing, as they require stringent governance and a new understanding of internal communication.

The triumph of digital media in internal communication

I still remember the uncomprehending and accusatory looks of my former boss Sabine Bendiek at Microsoft. “How can it be that I look at “empty faces” when I talk about our strategic priorities for the next financial year? They’ve never heard of it. We need to communicate this better,” says the order. This experience describes a common dilemma. According to the Internal Communications Monitor ²⁰²⁴¹, 57 percent of communications managers see it as the biggest challenge to ensure that messages reach employees. This quickly leads to the reaction of “firing from all cylinders” to get the message across. But experience shows and figures prove that this does not work. In a representative ^survey2 conducted by bonsai Research on behalf of the Hamburg agency nwtn, 55% of respondents stated that they were dissatisfied with their company’s internal communication. 14.6 percent find it difficult to distinguish between important and unimportant information, and 20.8 percent complain that communication takes place via too many channels. Large companies in particular stand out because two-thirds of their employees are not prepared to spend more than six minutes a day absorbing internal communication messages.

Channel diversity causes confusion

A significant proportion of the causes are home-made and have become a growing problem in recent years with the expansion of the digital channel landscape. Intranet, Viva Engage, Teams, emails and newsletters compete for attention and unintentionally cause confusion.

A paradigm shift: from the send button to listening

Communication departments should abandon the idea that all employees have the same consumer behavior when it comes to receiving information. The widespread one-size-fits-all approach does not meet the expectations of the addressees, who differ in their information needs according to age, length of service, function, role and other criteria.

If thought through to the end, this leads to a paradigm shift: away from the send button and towards empathetic listening in order to understand what employees want in terms of content and on which channels and in which formats the messages should be conveyed.

Personas as the key to success

What is established in marketing must also find its way into internal communication – namely the development of personas that provide information about the reception habits of the target groups. This makes communication relevant and serves the habits of the target groups. This approach is described in a study by the ^HWZ3 in Zurich and has now also been successfully adapted in corporate practice, e.g. at E.ON Energie ^Deutschland4.

Technical infrastructure as the basis for successful internal communication

Knowing the needs of employees is of little use if the company’s infrastructure does not allow for personalized communication. For 43.8 percent of respondents to the Internal Communications Monitor 2024, the lack of personalization of their intranet is the biggest challenge. The Entra-ID (formerly Active Directory) may need a general overhaul to open up these possibilities. Close cooperation with IT and HR is essential here.

Stringent channel governance: orientation in the digital communication mix

In many companies, digital platforms have been activated without clarifying what should actually happen on them. Sharepoint intranets, employee apps, Viva Engage and more exist side by side and are used without a plan. The solution lies in stringent channel governance, based on the identified information needs of the target groups on the one hand and a clear set of rules on what takes place where on the other. For example, a decision to publish all personnel news only on Viva Engage or alternatively on the intranet could provide orientation and have a steering effect on the respective platforms. It is useful not only to have this governance in place, but also to make it transparent to employees.

Conclusion

Despite the widespread use of digital tools, many companies struggle with the challenge of effectively communicating their messages to employees. The approach of disseminating information via numerous channels simultaneously often leads to confusion and dissatisfaction, as studies have shown.

A paradigm shift in internal communication is necessary: away from the one-size-fits-all approach towards personalized and target group-oriented communication. This requires a deep understanding of the different information needs of employees, based on criteria such as age, length of service and role. The development of personas, as established in marketing, can help to make communication more relevant and effective.

In addition to content adaptation, the technical infrastructure is also crucial. Personalized communication requires a well-structured and functional intranet that can respond to the individual needs of employees. Close cooperation between the communications department, IT and HR is essential here.

Finally, stringent governance of the digital channels used is required. Clearly defined rules and transparency about which information is published on which platforms can provide guidance and increase the effectiveness of internal communication. In this way, the multitude of channels does not become a burden, but an enrichment of corporate communication.

About the author:
Thomas Mickeleit is the founder and head of AG CommTech. With his consultancy boutique KommunikationNeuDenken, the long-standing Head of Communications at Microsoft Germany accompanies communications departments on their digital transformation journey.