Conduct enough internal communication audits and the results start feeling less like revelations and more like reruns. Every organization is unique. Every audit? Less so.
A client recently asked me if I was surprised by the results of their internal comms audit. It was a global team of 3,000+ employees—on-site, hybrid, and remote—spread across 11 locations. A scrappy internal comms team of three was tasked with keeping everyone informed, engaged, and inspired.
When they asked me that question, I didn’t even hesitate: “Nope.”
After more than a decade in communications, I don’t see surprises anymore—I see patterns. And from what I hear from the 20- and 30-year veterans, it’s been the same story for a while.
Revealing The Total Economic Impact™ of Poppulo —Forrester Study
For those new to or unfamiliar with the concept of an internal communication (IC) audit, let me break it down. In a nutshell, it’s about figuring out what’s working, what’s not, and how to make things better—with IC, that is.
Although there’s a high probability you’ll unearth some bigger organizational issues that may impact communication, but don’t fall under your direct locus of control.
When I’m conducting an audit, here’s what it entails from a high level:
- Figuring Out Why There’s a Dedicated IC Function
Why does the organization think it needs IC? (Not why you think it does—an important distinction.) Understanding the “why” shapes everything. It tells us how leadership defines success and where the team fits: strategic partner, glorified typist, or somewhere in between.
- Mapping Out the IC Channels
What tools are you using—email, Slack, print newsletters? Who’s using them, how often, and for what? Which channels does the IC team own and/or manage? Which ones are “unofficial” but hold weight anyway? Think: your internal influencers—those key voices everyone listens to, regardless of title.
- Reviewing the Content
Look at past messages: What’s the tone? How long are they? Are they connecting with employees or just filling up the page (and their inbox quota)? How much is there (i.e., volume of output—and potential overwhelm)?
- Getting to Know the Audience(s)
Yes, they’re all employees—but what kinds of employees? Are they deskless, frontline, hybrid, or fully remote? The more you understand how they work, their routines, behaviors, and what matters most, the better you can tailor your communication approach.
- Measuring What Matters
There are two main camps of measurement: outputs (tangible measures like open rates and impressions) and outcomes (more behavioral and action-oriented responses). Look at your latest reach (open rates, impressions) and understanding (surveys, focus groups) metrics. If no one’s measuring, it’s time to change that.
Once the groundwork is done, the real fun begins: spotting the patterns. And trust me, there are always patterns. Here’s what shows up in nearly every audit:
- Employees are drowning in information.
Overstuffed, long-winded content makes it hard to find what matters. Cut the clutter with clear, concise messaging that follows the inverted pyramid approach and uses skimmer-friendly styles like bullet points and bold headers.
- No one knows what’s critical vs. nice to know.
Poor prioritization and weak visual cues make it impossible to tell the difference. One idea: introduce an icon or color-coding system in the ever-popular newsletter to categorize news items (e.g., business critical, need to know, nice to know). Include an icon library and order items by importance.
- Managers need more support.
They lack the training and tools to communicate effectively. Partner with Learning & Development to co-create a manager curriculum—something easily repeatable annually, during onboarding into management, or whenever it makes sense to reinforce key communication skills.
- Internal communication is misunderstood.
Employees and leaders often don’t grasp the dedicated function’s value or purpose. Consider launching an educational campaign—part of a comms roadshow, onboarding sessions, or a “new year, refreshed approach” initiative—to explain how IC works (and why it matters).
- Comms teams are left out of big decisions.
Leaders overlook the strategic value of comms—until there’s a fire, and suddenly everyone’s wondering where the extinguisher is. The steady drumbeat of reinforcing your expertise is key. Whether through a formal roadshow or informal conversations, start building relationships and setting expectations. Co-create accountability guidelines with leaders so they understand their role in IC—and show up for it.
- Employees feel disconnected.
Objectives, progress updates, and recognition stories are underused, missing chances to build community. Put on your investigative journalist hat and work your internal network for stories. As part of your roadshow, include a section about how you want others to partner with you—and make “send us your story ideas” a standing invitation. You’d be amazed how often no one knows what the organization’s priorities actually are—but hey, at least they get a monthly wellness tip.
- Platforms are fragmented.
Recreating content for multiple channels is inefficient and inconsistent. Teams often operate in silos, and messages that could be shared across internal and external audiences aren’t. The “Create Once, Publish Everywhere” (COPE) methodology helps here. Otherwise, channels stay disconnected, creators duplicate efforts, and employees wind up digging for information—or missing it altogether.
- Measurement is focused on outputs, not outcomes.
Shifting to outcome-based metrics requires alignment, clear definitions of success, and a willingness to rethink what good looks like.
Sounds familiar? That’s because these problems are everywhere—but the solutions aren’t one-size-fits-all. When I partner with organizations, I focus on tailored recommendations that make sense for today while building a case for the resources needed to get to tomorrow.
Once you start recognizing the patterns, you see it clearly: different logos, same problems. No matter the size or industry, the core issues repeat themselves with uncanny consistency.
Whether you’re day one in a role or turning a new chapter in your time with an organization, it’s never too late to create a strategy and a plan that actually adds value. Just don’t expect to be surprised by the audit.