Internal Communications Is Not HR: It Needs Its Own Function and Strategy

Anyone who has walked the Camino de Santiago knows that the yellow arrows guide better than any map: they appear at just the right moment, clear up doubts, and remind you why you keep moving forward. In a company, those arrows are internal communication: they guide, clarify, and give meaning to the collective effort.

If those arrows are painted in haste, inconsistently, or in different styles and colours depending on who marks them, the route becomes confusing. These arrows need someone to design them, maintain them, and measure them. They are not an extra; they are critical infrastructure for everyone to reach the same destination.

That's why internal communication cannot be 'just another task' for Human Resources (HR), which already plays a vital role. It needs its own dedicated function, with strategy, resources, and accountability, working in collaboration with HR and other departments, to have a tangible impact on culture, productivity, and reputation.

'Employee comms' is not HR

There are issues that HR must communicate and that concern employees, of course. But HR already manages selection, hiring, contracts, remuneration, benefits, coordination with payroll, incidents, reports, and more. When internal communication is just another task, it can be relegated.

Think of the Camino: if the yellow arrows only appear at sporadic points, they're not really guiding you. To have a real effect, internal communication needs to be continuous.

And it's much more than just announcing performance review dates, benefits, or where the ƒChristmas party will be held. It is internal corporate communication: building affinity, instilling values, and fostering a shared culture—a job that requires a dedicated strategic plan.

First, the strategy

Internal communication professionals often hear from management: "Can you put out a communication about this?" the day before an important announcement. I love improvisation when it makes sense (even though I'm one of those who book Camino accommodation in advance), but when it comes to news that will affect employees, strategy comes first.

If internal communication is to guide employees to Santiago - our shared culture and business objectives - it needs to be well-planned: a clear channel architecture, an editorial calendar, tools for managers, FAQs, and feedback processes. No random channels just because they're trendy, no isolated mailings unless justified, and no company-wide emails sent by a single department.

Internal communication for effective change management

The role of internal communication is even more essential in times of change. According to the PwC Global Hopes & Fears Survey 2024, 62% of employees are experiencing more changes than last year, and 44% don't understand why. This indicates a clear communication gap. If there's a detour on the Camino, you'll want clear signs and next steps, right?

As humans, we are often resistant to change; that's why there are so many models for managing it. We need a well-thought-out communication plan to support our employees through these processes, whether they are technological changes (and the arrival of AI), a company acquisition, or the famous return to the office (RTO). Without a plan and comprehensive explanations, chaos ensues.

Our pilgrims are busy, and our success depends on them. We must be clear, concise, and intentional in our communication so that everyone knows what to expect, where to find information, and what we are working towards.

Because without our guiding yellow arrows, it's easy for some to get lost along the way.