The best intranet CMS software in 2023

What makes her awesome? 

Dee has been with Arriva since Christmas 2016, working 3 days a week so she could care for her three children. When the 2019 Covid pandemic hit, Dee started to work 6 days per week and stepped up to become acting supervisor. During this time, the team was nominated for (and won bronze at!) the Made A Difference Awards for the initiative and depot leadership they showed. They were also recognized for having the fewest rates of drivers contracting the virus within the area.

After the pandemic, she continued to work 6 days each week — her children were getting older, and she  had a lot of ideas to improve the standards! She continued to invest in herself and in Arriva: In 2023, she passed the passenger-carrying vehicle test, and when the previous supervisor retired, she became the supervisor in April 2024.

She gives immense credit to her team. In her own words:

“The two ladies I work with, Abby and Megan, are not only colleagues but friends as well, and that makes a difference. The friendship and team spirit within the team is very high and we all work together brilliantly. The goals and cleaning standards are at a high standard and we all work together to achieve this — when drivers compliment the cleanliness and difference is what I love most about the work we do.”

Nominated by: Lee Coleman

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What is internal communication?

Internal communications is the practice of keeping all employees, at every level of an organization, connected and in the loop. The primary goal of an internal communications strategy is to ensure that all members of an organization are well-informed and able to collaborate effectively. 

Clear and streamlined communications are an essential factor in the success of any company, whether it has ten employees or one thousand. Over 40% of workers say that their trust in their leadership and team has been compromised due to poor communication. 

From frontline workers to admins behind a desk, when each individual has a clear understanding of business goals, values, and guidelines, it makes for a much more connected workflow.

Read on to understand everything you need to know about internal communications, the types of internal communication, and the benefits that come from implementing a solid internal communications strategy.

Understanding internal communications

Internal communications can take a variety of forms – email, intranet, chat apps, newsletters, in-person meetings, bulletin boards, or an app specifically designed to streamline internal communications.

An effective internal communications strategy helps every employee feel connected to the larger company vision, and therefore aware of how their individual roles contribute to the overall success of the organization. A JobsinME poll found that a massive 85% of workers feel more connected to their jobs when there is effective communication in the workplace.

A solid internal communications strategy goes a long way in fostering that engagement – employees feel involved in the company mission and understand the role they play. 

Regular communication also helps build trust between employees and leadership, strengthening that sense of belonging. Plus, those open channels of communication allow employees to share their ideas, concerns, and feedback, making them feel valued and empowered.

In frontline organizations, an effective internal communications strategy is even more critical. Deskless employees can be harder to reach through email or memos, as they’re not constantly checking email or messages (or may not even have access to these tools). But these frontline workers are even more in need of clear communications, to mitigate misunderstandings, enhance safety and compliance, and share urgent updates.

An internal communications app, like Blink, is ideal for organizations with frontline workers,  connecting everybody and placing everything they need in one place.

Types of internal communication

1. Formal top-down communication

This type of internal communication flows from higher levels of management to lower levels. It starts with the C-suite, who makes all the calls, then disseminates their instructions, policies, and decisions to the organization’s employees through managers and leaders. 

Within an internal communications strategy, top-down communications are a structured approach that ensures important directives and guidelines are communicated uniformly. Top-down comms not only maintain consistency but also help in disseminating organizational objectives effectively throughout the workforce. 

Formal top-down employee communication methods include company-wide emails, official announcements, regular town hall meetings, or memos from upper management.

For example, in a hospital's internal communications strategy, this could look like an all-staff email sharing new patient care protocols. In a manufacturing plant, a bulletin board could display dates for upcoming safety training sessions. Or in retail, a company-wide text message can share information about a new product that management wants workers to upsell.

Pros

• It is an efficient way to communicate broad messages.
• Messages are controlled and aligned with organizational goals, reducing misunderstandings.
• Conveys a sense of professionalism in conveying critical information.

Cons

• It doesn’t consider how employees can share feedback.
• The passive reception of information may lead to disengagement.
• Information flow can be slow, causing delays in decision-making and implementation.
• It’s impersonalized, which can give employees a sense of being undervalued.

2. Formal bottom-up communication

This is the process where employees at lower levels of the hierarchy communicate their feedback, suggestions, concerns, and ideas to higher levels of management or leadership. 

This type of communication involves conveying information from the "bottom" of the organizational structure upward, allowing employees to have a voice, contribute their insights, and influence decision-making processes.

Three-quarters of employees are more engaged and feel more effective when they feel their voice is heard, Workforce Institute found.

When included as a part of an internal communications strategy, formal bottom-up employee communication not only empowers workers but also fosters a culture of inclusion and innovation within an organization. It's a valuable channel for capturing on-the-ground insights, which can often be missed by higher management. Less than half of employees feel as though they have an easy way to share feedback on key communications; a solid bottom-up communication strategy is one way to mitigate this.

In a frontline organization, there are many ways to implement formal bottom-up communications. Employee surveys are a popular way to gather feedback from an entire team at once, and Blink’s in-app survey tool allows HR teams to get real-time data straight from the mouths of employees.

For example, in a healthcare setting, nurses and medical staff might use formal bottom-up communication to suggest improvements in patient care protocols or to report safety concerns. 

Other formats for bottom-up communications include anonymous feedback forms and regular one-on-one meetings between employees and their managers. 

By actively encouraging and acting upon this type of feedback, organizations can harness the collective intelligence of their workforce and adapt to the evolving needs of the industry.

Pros

• Employees feel heard and valued, leading to higher employee engagement.
• A range of diverse perspectives can be gathered, leading to more well-rounded and innovative solutions.
• Frontline employees can identify challenges that might not be apparent to higher-level management.
• When employees are involved in change processes, they are more likely to support and adapt to new initiatives.

Cons

• Gathering, reviewing, and responding to a large volume of employee feedback can be time-consuming.
• It can be resource-intensive, requiring specific software.
• Not all employee suggestions may align with organizational goals or be feasible to implement.
• Formal bottom-up communication may result in inconsistent messaging across teams.

3. Formal horizontal communication  

This is the sharing of communications between individuals or departments at the same hierarchical level within the organization, for example, cross-functional meetings or interdepartmental emails.

Unlike the vertical communication we discussed above, which involves information flowing up or down within an organization, formal horizontal communication is between colleagues who hold similar positions within the organization. 

Leadership consultancy Fierce, Inc. found that 86% of employees feel that a lack of proper collaboration and miscommunication between teams lead to workplace failures.

Formal horizontal communication helps facilitate the smooth functioning of departments, coordination, collaboration, and information sharing. For instance, in a retail setting, it's crucial for the sales team to communicate effectively with inventory management to ensure products are stocked efficiently.

In frontline organizations, formal horizontal employee communication connects the various cogs that make up the company and keeps it functioning. Within the structured internal communications strategy, it can take many forms, including project reports, regular email updates between departments, and the establishment of specific cross-functional teams.

When done right, formal horizontal communication enables seamless collaboration and makes the company culture one of teamwork and shared goals

The key here is constant communication. Using an internal app with a chat function - whether it’s private messaging or a group chat - will promote regular collaboration. Blink’s chat feature enables seamless conversation, to encourage employees to work together and share ideas.

Pros

• Promotes knowledge sharing between peers with different expertise.
• Allows teams to align their efforts and activities with each other, avoiding overlap or conflict.
• Improves communication within the organization, leading to better company culture.
• Allows colleagues to provide feedback on each other's work, which they’re often more receptive to than feedback from above.

Cons

• A reliance on formal channels may discourage spontaneous creative interactions between colleagues.
• Communication may become siloed within specific departments.
• Can sometimes be time-consuming, especially when multiple people need to be involved.
• May not adapt well to rapidly changing circumstances or unexpected needs.

4. Informal communication

Unlike other aspects of an organization’s internal communications strategy, informal communication isn’t facilitated or regulated by the organization’s internal communication channels. It happens spontaneously between colleagues – water cooler chat, if you will.

This style of communication often occurs in casual settings or through personal relationships and can take place at various levels of the organization, including between employees and managers, and even across different departments.

Informal comms include face-to-face conversations, social media interactions, instant messaging, and phone calls. It serves as a complement to formal communication channels and plays a significant role in building relationships and shaping the company culture. 

We can look at Bank of America as a case study. Breaks for customer service employees used to be staggered so as not to have a shortage of staff fielding customer complaints. However, an internal audit found that productivity increased when workers took breaks together and socialized over lunch.

Oftentimes, frontline employees are working in silos and isolated from their coworkers. In frontline organizations, informal communications go beyond just sharing practical insights, it also gives these frontline workers a sense of camaraderie and belonging. In high-stress environments like hospitals or retail, where teams need to work seamlessly to serve customers and patients, these informal connections are invaluable.

Furthermore, workers can share valuable information that they learn on the job, which might not necessarily warrant discussion in formal channels. For example, tips for handling certain customers, which patient rooms have better heating, or even finding help to cover a shift.

The informal nature of these interactions fosters a culture of approachability, ultimately contributing to a more resilient and united frontline workforce.

The main Feed in Blink is designed specifically to foster this informal communication that keeps an organization running. It brings the whole company together in one place, without the formality of a memo or email chain. The Feed looks and feels like the social media apps we’re already accustomed to, making it easy for everyone to use. 

Pros

• Quick and easy, especially in fast-paced environments.
• Helps to build personal relationships and a sense of camaraderie among employees.
• Allows frontline workers a way to connect and engage with their coworkers, especially those who don’t have these opportunities come naturally.
• Practical knowledge, tips, and best practices are shared more easily through informal conversations.

Cons

• Frontline workers are limited in their opportunities for spontaneous chat, requiring the need for a centralized informal communications platform.
• It can lead to the spread of inaccurate information or rumors if not properly managed.
• Individuals who are not part of specific conversations or social circles may be inadvertently excluded.
• Important issues might not receive the attention they deserve when discussed informally.

Why is internal communications important for your business?

For a truly effective internal communications strategy, a workforce should be three things: connected, engaged, and aligned.

A connected workforce

The right internal communications strategy bridges the gap between remote, frontline, and office employees. Without a wide-reaching net, internal communications can become stilted or even ineffective. 

READ MORE: 5 communication strategies for better employee engagement

Frontline employees are consistently at a disadvantage due to the fact they most times do not have a company email or a desktop, like the organization’s office workers. 

More than 80% of the global workforce is deskless. Whether your company is in healthcare, manufacturing, or transportation, these frontline workers need to feel just as involved and valued as the ones behind a desk.

For these organizations, effective internal communications reduce turnover, increase profits, enhance employee experience, and boost productivity. Read more about deskless worker team communication here. 

An engaged workforce

Transparent communication empowers employees and boosts morale. 

When employees are informed about the company's vision and the reasons behind certain actions, they feel a sense of ownership and inclusion.  Transparency fosters trust, as employees perceive that their contributions and concerns are valued, leading to increased engagement and overall satisfaction.

Two-way internal communication is essential for employee engagement – as we covered above, top-down communication can lead to passive reception of information, which is a killer for engagement.

An effective internal communications strategy gives employees the ability to voice concerns and provide feedback or suggestions to management. This gives them a direct hand in decision-making, directly increasing their engagement with their work. 

An aligned workforce

Aligning teams and goals across the entire organization, from the CEO to frontline workers, is crucial for success.  

This involves ensuring everyone is across the broad business goals and objectives and understands how their individual work is crucial for reaching these goals. A study conducted by IBM found that 72% of employees don’t understand their organization’s core strategy, due to poor communication. 

Don’t let that 72% be your employees. An aligned workforce ensures that the messages being communicated resonate with everyone, and are understood in the intended manner.

Effective internal communications leads to better collaboration, within teams and across departments. 

Strategies to implement successful internal communications

Only 7% of workers agree that internal communication within their workplace is accurate, timely, and open.

Building a cohesive internal communications strategy is the key to uniting and motivating your workforce. We’ll touch on some strategies to help you create a successful internal communication plan, or you can read our in-depth step-by-step guide to writing an internal communications strategy.

Utilize technology for internal communication

These days, there are endless tools and software available to help organizations stay on top of internal communications. We’re no longer in the age where we have to rely on printed memos and morning meetings. 

Blink, and other digital communication tools which promote collaboration and information sharing, can totally revolutionize an organization. They provide efficient, real-time means to disseminate information, engage employees, and foster collaboration. 

Not only can these platforms allow employees to ask questions, provide feedback, and participate in discussions, but they also act as a centralized place for policies, procedures, and guides that employees can access.

A recent Emergence study found that more than half of deskless workers are dissatisfied with the software solutions provided by employers. 

Particularly for decentralized teams and organizations with frontline workers, technology-driven internal communication plays a pivotal role in keeping employees informed, connected, and aligned with organizational goals.

Understand how to best reach your employees

Obviously, organizations are made up of different types of employees, and traditional top-down internal communication strategies generally don’t take this into account. In order to make sure your message is relevant to your audience, you need to tailor your message based on who you are communicating with. 

For example, a message intended for frontline staff may focus on practical details and how it impacts their daily tasks, while a message for senior management might emphasize strategic implications and long-term business goals.

Consider the different workers that need to be reached with your internal communications strategy, and segment your audiences based on:

• Job role
• Seniority level
• Communication needs
• Whether they are desk-based or frontline workers

Then, you can analyze previous engagement data to see what type or format of content works best for each audience – eg. Email, live chat, video, etc., and the best times to communicate for the most engagement.

Utilizing technology can be very helpful here. Blink offers real-time powerful analytics to help you understand what content performs best, when, and with whom.

By customizing the messaging approach, and using data to optimize what the content is and when you are sending it, internal communication becomes more effective, increasing employee engagement and alignment with goals.

Establish regular feedback

Without regular feedback, internal communications are simply one-sided, which does nothing for employee engagement and satisfaction.

Every successful internal communications strategy should have built-in practices to regularly collect feedback from employees at every level of the organization. This can be done through surveys, suggestion boxes, town halls, anonymous feedback, or weekly leadership check-ins.

Employee feedback allows an internal communications strategy to be actually shaped by the people it’ll affect, not just the high-up decision-makers behind desks. Highlighting areas where improvement is needed – before it escalates into a problem – is crucial, not just for the employee experience but also for the success of the business as a whole.

Case study: Our collaboration with Salutem

During the COVID pandemic, the health industry faced endless challenges. Employees and organizations were dramatically affected by high levels of stress, low staff morale, and a huge hit to communications. 

Salutem, a healthcare company that provides services such as care homes and healthcare staffing, needed a solution to overcome the challenges presented by the pandemic. To do so, Salutem used Blink to revamp their internal communications strategy.

With Blink’s easy-to-use super-app, Salutem was able to launch monthly surveys, collect feedback and plan face-to-face group meetings to encourage two-way conversations between managers and staff.

Salutem launched S.E.L.F (Salutem Employee Listening Forum) initiatives to connect staff and promote a culture of free communication within the organization. Each division had a rep – nominated by managers through the Blink Feed – who were responsible for moderating Blink Channels and following up with their respective teams.

Colleagues were encouraged to share thoughts and open up conversations around concerns or opportunities for growth, which started conversations and reconnected employees across all teams.

The improvements that came from the new internal communications strategy were nearly immediate. The organization saw a:

• 300% increase in survey responses
• 92% adoption rate of Blink 
• Tenfold increase in staff who were easy to communicate with

The integral role of internal comms in organizational success

There aren’t many constants in this world, particularly in the ever-changing landscape of a frontline organization. But one does remain: the vital role of an internal communications strategy. From formal top-down messages that steer the company's vision to informal water cooler chats that breed friendships, effective internal communication is crucial for the success of any organization.

By implementing a solid internal communications strategy, organizations can create a workplace where ideas flow freely, where feedback is valued, and where employees are informed, engaged, and motivated. It's a workplace where everyone, from frontline staff to top executives, feels heard, appreciated, and connected.

Internal communications shouldn’t just be a strategy, however. It needs to be a core tenet of your organization’s culture. Introducing an effective tool – like Blink – to encourage effective internal communication is key. By fostering open dialogue, valuing feedback, and leveraging technology, organizations can create an environment where everyone feels heard, informed, and engaged. 

It's not about reinventing the wheel, but about adopting effective internal communications strategies that keep your workforce connected and motivated. 

Want a preview of what Blink can do? Watch this 2-minute video to see it come to life.

“Prove it.”

If you’re in internal communications, you’ve heard that sentence more times than you’ve heard “quick question” (which, as we know, is never actually quick).

The shift is real. Five years ago, a lot of comms tech lived in the “nice to have” bucket. In 2026, it’s a boardroom conversation — and boardrooms don’t buy “nice.” They buy outcomes: efficiency, reduced risk, better retention, higher adoption of expensive tech investments, and measurable operational wins.

In our recent webinar, Proving internal comms ROI in 2026: Lessons from the other side, Ricky Sickelmore shared what he learned after 24 years in transport (including launching Blink at Stagecoach and introducing it at Arriva) — and what consistently held up when leadership came knocking for ROI.

Here are the six takeaways internal comms teams can apply immediately.

1. Ditch vanity metrics for outcomes

Email opens. Page views. Likes.

They’re not useless… they’re just not convincing.

Ricky’s rule: stop leading with activity metrics and start leading with business value. Executives don’t want to hear that “people saw the message.” They want to know: did anything change, and did it matter?

So translate comms problems into operational and financial realities:

• Safety reporting increases (e.g., digital near-miss reporting vs. “find the form somewhere and hope someone bothers”)
• Compliance improvements (e.g., “mandatory read” confirmation)
• Turnover movement (not because comms magically fixes attrition — but because comms can remove friction, improve onboarding, and drive consistency)

A useful gut-check: If your metric can’t be repeated in a budget meeting without you adding a 3-minute explanation, it’s not your headline metric.

Executives aren’t interested in open rates. They’re interested in the financial reality.

- Ricky Sickelmore, Blink

2. Start with hard costs and operational efficiency

If you want CFO attention, lead with the stuff they can smell from three floors away: tangible savings.

Ricky shared a simple example that’s painfully common in frontline-heavy orgs: printing and distributing documents at scale. One organization saved over £200,000 by moving payslips from print-and-post to digital distribution.

But don’t just stop at “printing costs.” The strongest ROI cases widen the lens:

• Printers and maintenance
• Paper, postage, distribution
• Staff time to print, collate, deliver, reprint
• Support tickets created when things go wrong

And when you talk about “time savings,” make them real. Not “we saved time.” Instead:

• “We reclaimed 10 hours per week of manager time previously spent manually filling shifts.”
• “We reduced password reset requests because employees access systems through one authenticated front door.”

Pro tip from Ricky: Do a basic “time and motion” study. Follow one process end-to-end and document every human touchpoint. That one form might bounce across 8–10 people, with delays that never show up on a neat process map.

3. Build a cross-functional case, not a “comms case”

One of the biggest mistakes internal comms teams make is trying to win budget alone — with a comms-only story.

Ricky put it bluntly: ROI gets easier when internal comms stops being “the comms team’s project” and becomes an operations, safety, engineering, and HR win.

That means stakeholder interviews early — not once the deck is already written.

Ask department heads:

• What’s your biggest friction point right now?
• What manual work is wasting your team’s time?
• Where do you have compliance risk?
• What’s the cost of not fixing this?

Example Ricky gave: if a safety leader can’t reliably get 20 drivers in a room for a briefing, that’s not a comms problem — it’s an operational risk. A digital “mandatory read” gives you trackable compliance without the logistics circus.

Make it tangible: Form a small steering committee with reps from the functions that will benefit most. When you go for sign-off, you’re not walking in alone — you’re walking in with allies.

You’re not in it alone — get the right stakeholders in the room early.

Ricky Sickelmore

4. Prove time-to-value through onboarding

Want a metric that operations leaders actually care about? Onboarding efficiency.

Ricky called this one “underestimated” — and he’s right. Onboarding is where friction shows up immediately, and where improvements are easy to translate into time, money, and productivity.

If employees can receive policies, procedures, training content, and day-one essentials before they even start, you can often get people productive an entire day sooner.

That’s not “engagement.” That’s time to value.

And onboarding improvements have a bonus effect: they reduce downstream errors, reduce manager time spent repeating the same information, and improve early retention (again — comms isn’t the sole driver, but it’s a meaningful part of the system).

5. Position your platform as the digital front door

One of Ricky’s biggest reflections: early on, it’s easy to think you’re buying “a comms tool.”

But the strongest ROI cases position the platform as the gateway to your digital estate — the place employees actually start their day.

This matters because most organizations are already paying for expensive systems (HRIS, scheduling, payroll, benefits, learning, etc.). The problem isn’t always the tool — it’s access and adoption.

If your internal comms platform:

• Uses SSO
• Reduces password resets
• Gives employees one place to find and access tools
• Increases self-service

…then your comms investment is also protecting and amplifying other investments.

Ricky shared a real pattern: Once access is simplified through a single front door, usage of other systems can jump dramatically — and suddenly your internal comms platform isn’t “another tool.” It’s the tool that makes the rest usable.

6. Establish a baseline — and sell the cost of inaction

You can’t prove improvement if you don’t know where you started. And you can’t create urgency if you can’t show what “doing nothing” costs.

Ricky’s advice: Baseline early — and don’t just baseline comms metrics.

Baseline business realities that leadership recognizes:

• Turnover / attrition
• Survey participation rates
• Safety reporting volumes
• Time spent on manual processes
• Printing, distribution, and support costs
• Operational delays caused by information gaps

Then translate that into the cost of inaction: the money currently leaking from the business because processes are manual, access is fragmented, and frontline teams can’t reliably get what they need.

When you can credibly say, “Here’s what it costs us to do nothing,” the investment stops feeling optional.

Common mistakes to avoid when proving internal comms ROI

A few “don’t step on this rake” moments that came up in the conversation:

• Don’t lead with outputs. “We sent 12 newsletters” isn’t ROI.
• Don’t build the case in isolation. Cross-functional pain points = stronger case.
• Don’t ignore hard money. The “soft” story matters, but hard savings gets you in the door.
• Don’t skip the frontline reality check. Spend time with frontline teams. Watch the work. Learn the friction.
• Don’t assume leaders know what to ask for. Often the first job is clarifying the real question behind “prove ROI.”

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Be the change maker

Internal comms ROI in 2026 isn’t about becoming a finance team overnight. It’s about learning to translate.

Translate comms into outcomes.

Translate friction into cost.

Translate “this would be helpful” into “this will reduce risk, save time, and speed up productivity.”

Or, in Ricky’s words: Be the change maker.

Employee retention is the art of holding onto your staff once you’ve hired them.

And, in 202w, it’s more important than ever.

Why?

Because companies are finally waking up to the competitive advantages of being a "people" company. A "churn and burn" approach to hiring results in poor customer service.

This is an issue, because customers are placing increasing value on good service. With smartphones, it’s easier than ever to find a competitor company to buy from. Or in the case of consumer goods, to avoid the shop altogether and order online.

Before we start.

You can hold onto employees (more or less) by treating them well. Listening to their concerns, and providing them with a few incentives to stay put.

If you’re an HR professional or a CEO, you don’t need us to tell you that.
What you might find useful is an in-depth guide to employee retention in the modern workforce.

How to maximize your employee engagement efforts. And make sure there were no stones left unturned in creating the most comprehensive guide... we asked some industry-leading experts to contribute.
We’ll cover:

• Detail on the importance of employee retention today.
• How to build effective employee retention strategies.
• The exit interview, and how to turn it into your secret employee retention weapon.

Let’s begin...

Why is employee retention important?

Employee retention means "treating your employees right"; it’s an end in itself, not just the means.

From an ethical standpoint, no company should mistreat their employees. Meeting your colleagues’ basic needs and providing them with a safe and stimulating workplace? It's the right thing to do for its own sake.

But it’s more than that.

Attracting talent to your company—and keeping it once you’ve found it—has so many advantages. According to Herzberg's famous Two-Factory Theory, employee retention and employee motivation are interdependent. You can find out more about this in the Vantage Circle HR blog. A strong employee retention strategy will:

• Reduce operating costs.
• Improve customer service levels.
• Allow you to out-compete your competitors for the best people.

The cost of high employee turnover

Hiring and firing is expensive.

Eye-wateringly expensive, to be precise. Think six to nine months salary as a conservative estimate.

Then you need to consider the impact of not having someone there to do that person’s work. That could slow down a massive project. Cause higher overtime costs as existing staff pick up their work. Or just lead to a reduction in staff morale as they struggle with increased workloads.

Companies tend to get the importance of this for salaried positions and execs. but there’s often a bit of a blind spot when it comes to their non-desk workforce and the real cost of losing an employee.

Sure, replacing a senior-level manager is more expensive than replacing a bus driver. But what happens if your bus drivers’ morale becomes so low that two or three quit per month?

It all adds up.

"Losing talented staff can also have emotional consequences on those who stay. Effectively reducing productivity by decreasing morality and motivation," says Rochelle van Rensburg of the Ezzely Blog.

"Maintaining essential talent is therefore mission-critical to organizational effectiveness for all these reasons. Staff retention puts companies ahead of their competitors, by reducing recruiting and re-skilling costs. But more importantly, by keeping the top performers, which results in all of their specialized knowledge and expertise remaining in-house."

Your mobile workforce interacts most with customers. They are the public face of your company. So, their happiness will reflect in the level of service they give your customers.

Happier, more engaged employees deliver better customer service. They also build up a bank of operational knowledge over time. This helps them respond to queries quicker and more effectively than a steady stream of new hires ever could.

The importance of employee retention in 2020

An active employee retention strategy is more important than ever.
There are two key reasons for this:

Firstly, it's never been easier for customers to look elsewhere if they feel that your levels of service don’t match their expectations. We live in an age where any information you want is available via a few taps of a smartphone screen.

Dissatisfied with a hotel stay? Booking.com can recommend thousands of others.

Bad experience in a taxi? A quick Google gets you all the phone numbers of other local firms.

Poor customer experience at a theme park? TripAdvisor lists other attractions.

You get the idea.

Despite this, customers still want to be loyal. Millennials want to stick around if your brand fits in with their personal values. Don’t throw away this loyal market.

Secondly, it's never been easier to browse jobs via online jobs boards. If your workforce isn’t happy they will move. Don’t assume that they will sit in their job miserable because there aren’t any other options.

Reasons why employees leave and reasons why managers leave aren't always the same.

Your competitors may be waking up to the benefits of being a "people company." They'll more than happily snap up the staff you can't keep.

The best employee retention strategies

A strong employee retention rate is crucial to remain competitive. How you go about doing this is worth examining in some depth.

Remember - you are an employee too! As you create your employee retention strategies, keep asking yourself, "would I be happy with this?" or, "does this seem reasonable to me?"

Here are a few points you’ll need to cover when creating an employee engagement plan. Remember, the employee experience starts before the first day at the interviewing stage. To set each new starter up for success, getting the onboarding right is crucial. Want to learn more? Check out the Definitive Guide to Onboarding.

Let's quickly touch on the foundation of any working relationship: trust. As Kayla Lopez from the recruitment firm Viqtory.com reminds us. "If your employees trust you and the organization they tend to embrace the workplace; this begins before the employee is even hired. Transparency is something that we need to willingly support to gain trust. A workforce that trusts you will be engaged, a workforce that is engaged will retain. Trust is the foundation of all strong partnerships."

Now for the details...

Pay well

We’ll start with the basics.

If your pay rates don’t match with your competitors’, you’re going to have a bad time keeping hold of your high achievers.

Take a quick look at what your competitors pay for equal positions. Try and build a league table of what similar companies to you pay, and where you rank. Glassdoor is a good starting point.

Aiming for the absolute top is ideal if you can afford it, but you don’t have to offer the best salary offer out there. There are plenty of other ways to encourage your staff to stay put (more on that below), as long as you can land in the middle of the table. For someone working in a frontline job, it is difficult to give your best at work knowing you could get $5.00 per hour more for the same job elsewhere. (Even if there’s free pizza every Friday).

It’s also worth noting that even a generous wage packet won’t persuade your employees to stay if you’re otherwise a nightmare to work for.
Consider this step the cornerstone of all your employee engagement efforts. Not enough by itself, but essential in building something lasting and meaningful.

Give competitive benefits

You might not be able to take it to Silicon Valley levels. (Free three-course meals for breakfast, lunch and dinner, unlimited holidays, and puppy creches).

You can offer a benefits package or a performance bonus scheme tailored to the size of your business, your budget, and your business objectives. The key is to prioritize benefits that would have a tangible difference to the lives of your employees. Add the fancy stuff on if you have money to spare.

Think about:

• Childcare vouchers: we’re all aware of the struggle to find affordable childcare. Help your workforce with their work-life balance (and keep it diverse—most of the people who end up quitting jobs for childcare reasons tend to be women) by offering vouchers to help with the cost.

• Health cover for employees and dependents: an absolute must if you're US-based, although even if you live in a country which has some form of universal health care, giving employees the opportunity to go private is very appealing.

• Flexible working: if the type of work you do accommodates it, flexible working is like gold dust to your staff. A "work your hours however you want" policy helps people manage childcare commitments, fit in dentist appointments, and reduce the stress of trying to juggle work and life commitments.

• Lunch program: Most of the lunch break is spent buying, prepping or reheating food. Offering a tasty and healthy in-house solution, such as the online canteen Smunch, allows your employees to capitalize on their break time and share a meal together. Ultimately, this will improve your company culture and cross-departmental communication as well.

Once you’ve got the basics sorted, some nice-to-have options include:

• Above average PTO allowances
• Free gym memberships and cycle to work programs
• Personal development funds

Develop a feedback culture to empower employees

Your employees know their workplace better than anyone else. Make the most of it.

If your employees feel involved in shaping their workplace and consulted on major decisions then they will be reluctant to leave it.

The key to this is to carry regular, easy-to-complete employee engagement surveys so you know exactly what the mood on the ground is and how to improve it.

Employees will hold an enormous amount of goodwill towards a workplace that listens to their concerns and acts on them. Equally, they will reserve a special sort of resentment for those that send out survey after survey, only to ignore the results.

It’s essential to have a solid plan in place for your employee engagement surveys, or they will backfire spectacularly.

Key pointers

• Small, regular surveys are better than long, annual ones. Only giving your employees one chance per year to raise issues will result in bottled up frustrations spewing out come survey time. Not only does this result in surveys that skew unhelpfully negative, but it also means that your HR team will face an uphill struggle
• Another point about designing surveys that you can respond to effectively: keep it targeted. Focus each of your quick-answer surveys on a specific area—facilities onsite, for example, or about relationships with line managers.
• Use short answer questions: "yes/no" or "on a scale of 1-5" formats make it easier for people to respond immediately. Long-form feedback can be helpful, but having lots of long-answer text boxes on your survey will put people off completing it. A good compromise is to have an optional "any specific comments" box at the end of the survey.

When you’ve processed the surveys, share the results and shout about what you’re doing to act on feedback. Employees will appreciate the transparency, and it’s important to signpost what you’re doing to address the concerns they raise—or they won’t bother to participate in future surveys.

Try and create a "feedback culture" in your company by encouraging people to come forward with suggestions for improvements any time they want. Surveys highlight pain points as they are reactive; an anonymous suggestions box (either digital or real-life), on the other hand, will bring out the more innovative side of your workforce.

These suggestions might be small—a new way of organizing the break room fridge, or the introduction of free coffee Mondays—but the opportunity to improve the workplace in this way will work wonders for your wider staff’s sense of allegiance to it.

Make your workplace a fun place to work

If your coworkers are your friends, spending time at work doesn’t seem so taxing.

This is where the fun stuff comes in—the away days, lunchtime yoga, the free breakfast bar, the Christmas party...

If you have a mobile workforce, don’t forget to include them, too! They might not be in the office that often, so having regular get-togethers or breakfast clubs when shifts change is a great way to build a sense of belonging.

Obviously, base these activities on what your own workforce would like, but some ideas include:

• Regular lunchtime sports clubs (running, yoga, five-a-side, badminton are good starting points)
• Away days and team-building weekends.
• Semi-regular opportunities for free food. Depending on the size of your team, you could offer lunch on the company each Friday, pizza parties when teams hit their targets or just because
• Big events like Christmas parties and family fun days. If you run awareness weeks for things like diversity, mental health and stress, why not run some exciting events for these too?
• Recognition of key milestones. If there are particularly busy periods throughout the year (like the Christmas rush for anyone working in retail or hospitality), put on an event to recognize the hard work your employees put in. This could be a full-on party, or simply just giving your staff the nod to take off after lunch on a quiet day.

This step does, however, come with a big flashing warning sign that says: don’t bother doing any of these without doing the steps listed above first.

Because these are fun and exciting, and sound super trendy when you put them on your Careers page, people often use them in place of paying a decent wage, or offering flexible working hours, or acting on employee feedback.

The exit interview - your employee retention secret weapon

One of the best ways of figuring out what’s going wrong with your employee retention efforts is asking your colleagues when they leave.

Seems counter-intuitive, and rather frustrating, doesn’t it?

And in some ways, it is. No amount of collecting and aggregating exit interview data, tweaking your employee engagement plan and making changes in your company to reduce employee turnover will change the fact that, for that particular employee, your efforts weren’t enough. For HR people and line managers, that stings sometimes.

Still, if you can take your losses on the chin, this is a real opportunity to do better for your colleagues, and identify and fix any major issues that push people to leave.

There are three main reasons why exit interviews are so effective at flagging up things that need to change:

The employee is leaving so won't hold back

Regardless of how many times you reassure your colleagues that your pulse surveys are anonymous and that helpful suggestions are encouraged, they will still be a little suspicious.

The worry that surveys aren’t really anonymous, or that speaking out about a key workplace bugbear will get them labelled as a troublemaker, will be a constant thorn in the side of your employee retention efforts.

(As a side note, if this attitude is pervasive then it might be time to take a look at your workplace culture. A little reticence is natural. An all-encompassing dread of speaking up might indicate something a little more sinister).

The exit interview is a different kettle of fish. They’re leaving. There are no raises or opportunities for promotion in the pipeline. This is their opportunity to "tell it like it really is."

Listen, even if you think they’re being unfair and bitter.

Problems brought up during exit interviews tend to have weighed heavily on an employee’s decision to leave. In other words, they’re big issues you need to address urgently.

Get the whole picture

Multiple exit interviews help build up a better picture of life on the ground.

Of course, there’s always the chance that one particular employee just, for whatever reason, didn’t have a good time.

That’s where keeping data from previous exit interviews comes in.

For example, if an employee complains about their line manager being unbearable, it might just be a clash of personalities. Equally it could be because that line manager is difficult to work for and too demanding. It’s difficult to say without further info.

So. Run some analytics.

How many other employees from that line manager’s team have left over the past year?

Did they say anything in their exit interviews?

Have they been flagged to HR for anything previously?

If so, you might want to investigate further.

This is why it’s important to conduct an exit interview for every single person that leaves the business. If you restrict it to management positions, people based in HQ, or full-time workers, you’re missing key sets of data that could be useful in improving your employee retention strategy.

Find out what went wrong

An exit interview, conducted well, helps you identify wrong turns in your employee journey map.

You’ll probably have some sort of employee journey map already.

You might call it something different. We’re referring to the plan you make that starts at the hire phase and ends with the offboarding phase when the employee leaves. This normally includes guidelines for each stage they go through with your company. For example:

Hiring:

• Offer letter and contract sent
• Start date agreed two weeks in advance

Onboarding:

• First day: tour of premises, fire safety, welcome coffee or lunch
• First six weeks: all e-learning to be completed

You get the idea. Here's a basic template you could expand on:

(Source: Trends in Employee Journey Maps)

The exit interview provides an excellent opportunity to ask your employees about various stages in this plan, to see whether they’ve been carried out to your expectations.

Ask specifically, and don’t be afraid to go right back to the start of their employment. Whether they felt welcomed in their first weeks, for example. If they were given clear and regular feedback on their performance, and compare that to your notes on how your employee journey should pan out.

It could be that, despite your meticulous efforts in planning it, your employee journey map isn’t being adhered to by managers in the wider organisation. This could be why your employees are leaving - this map provides guidelines on how to make sure people feel safe, supported and included at work. If people don’t follow it you’re going to have problems.

Your employee journey map is important. If it isn’t being followed, you need to correct that as soon as you can. Exit interviews are the best way to do this.

How to conduct an employee retention interview

Be flexible around your employees needs

If a lot of your workforce are remote or mobile, don’t insist on a face-to-face interview at HQ.

There are several free video calling apps available, so why not make use of them? An employee is more likely to feel comfortable talking to you if you’ve made accommodations for their situation.

If they’re more comfortable talking to you, they’re more likely to be honest with you, and that’s exactly what you want.

Don’t make it overly formal

Go for a relaxed vibe. Making things too formal will only stifle conversation.

If you’re conducting a face-to-face interview, it’s a nice touch to provide some sort of refreshments; hot drinks and a pastry, maybe. The employee will appreciate the gesture, and it will encourage a more conversational feel, which is exactly what will get them to open up.

Identify the specifics to touch on

You will know, from previous exit interviews if there are any particular pain points in your employee experience.

Ask about them. You’ll then be able to establish:

• Whether these are still issues
• What progress you’ve made on them, and how effective your efforts to tackle them have been.

...But allow them to express their opinion too

If the structure of the interview is entirely created by you, you could miss something important.

By allowing employees space to expand on their own concerns, you give yourself the opportunity to pick up on potential issues that aren’t on your radar. Sure, a lot of this could be specific to that particular individual, but you should investigate nonetheless—otherwise you’ll never know whether it’s the iceberg tip of something bigger.

Remember: your relationship with the employee isn't over

People leave for all sorts of reasons—not all of them negative.

You might want to leave the door open for talented employees, in case they want to return at some point. Also consider that talented former employees can be great source of referrals.

These can be your company’s cheerleaders, even after they’ve left. A good exit interview can make this relationship. A poor one can ruin it.

Of course, there’s also the possibility that the employee leaving has been less than stellar. In this case you should see the exit interview as a chance to smooth things over, and divert potentially negative Glassdoor reviews or social media mentions.

Final thoughts

To summarize:

• An employee retention strategy is important because it makes your employees happier. Happier, more engaged employees perform better in general, and deliver better customer service.
• The cost of employee turnover is measured in increased operational costs and decreased institutional knowledge.

Bearing this in mind, the question you should be asking yourself isn’t "can we afford to expand our employee retention efforts?"

It’s "can we afford not to?"

An engaged, happy workforce with a low churn rate isn’t just a nice thing to have.

It’s not just something you can boast about on your Careers page.

It’s a competitive advantage—and people are only just waking up to this fact. Because now more than ever, people value good customer service. If you can provide that, you’ll have a serious head start on your competitors.

Blink is an internal communications tool that’s does everything your intranet does, but better. Try it out today! Request a free demo to get started.

Blink, the leading mobile-first employee experience platform, today announced a strategic partnership with Cocentric, a UK-based digital employee experience company, to accelerate the development of tech solutions for frontline employees to help engage workforces across the UK and EU. This collaboration positions Cocentric as Blink’s key European and APAC partner, bringing cutting-edge, multi-platform expertise to organisations seeking seamless, next-generation communication tools.

The collaboration will enable organisations to take advantage of Blink’s award-winning platform, which helps companies reduce staff turnover by up to 26% by providing frontline employees with a single, mobile-first tool to stay connected with their team and company updates. Cocentric, known for helping businesses like Rare Restaurants, Populous, and Pizza Pilgrims to transform their employee communications, will build on its expertise to deliver tailored support for Blink’s platform, allowing organisations to easily integrate the app into their existing systems.

“At Blink, we are committed to transforming how frontline workers stay connected, regardless of their location,” said Sean Nolan, CEO at Blink. “By partnering with Cocentric, we’re able to leverage their deep knowledge of workplace technology and tailor our approach to the unique needs of UK and EU organisations. Together, we will help companies overcome the complexities of managing distributed teams by integrating Blink’s technology with Cocentric’s expertise.”

The partnership will also focus on co-selling initiatives and joint solution development, with Cocentric building specialised subject matter expertise around Blink’s platform. The collaboration will extend beyond standard integrations to include unique technology solutions developed by Cocentric, such as Connect, a synchronisation tool designed to enhance Blink’s user experience by bridging gaps in HR system integration. These solutions are designed to streamline user data management and deliver a more seamless experience for Blink customers.

“Cocentric is thrilled to partner with Blink, whose platform has already proven its ability to drive real results in employee engagement,” said Regan Collins, CEO at Cocentric. “Our clients are always looking for ways to create a better working environment for their teams, and with Blink’s app, we can help them deliver improved communication and collaboration at every level. We’re looking forward to offering this solution across the UK and Europe, with integrations that make the process even smoother for businesses.”

In addition to building solutions around Blink’s technology, Cocentric will also help to develop tools and integrations within the Microsoft 365 suite that will further enhance Blink’s offering in this space. This will ensure that organisations currently relying on Microsoft technologies can benefit from enhanced employee engagement capabilities without the need to migrate to competing platforms. 

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Inbox zero has always been the dream. But maybe it’s time to dream bigger.

It once defined workplace comms. But today, email is slow, unengaging, and clunky — as anyone lost in a “reply all” chain will tell you. It’s fallen so far out of favor that, for an increasing number of employees, an inbox isn’t even part of the job anymore.

A new generation of employee experience platforms is rewriting internal communication rules. They’re making inbox zero the default — not because people are managing email better, but because they don’t need email at all.

These platforms are introducing faster, more interactive, and more human channels of communication. And they’re transforming how organizations reach their people. Here’s why email can’t carry your internal comms strategy anymore — and the benefits of building a workplace that thrives without an inbox.

The pitfalls of email for internal communication

So why has email fallen behind the times? Because email communication comes with some serious drawbacks.

It’s overwhelming

The reason people dream of inbox zero? Because their email account is overflowing with messages. Employees receive hundreds of emails every day.

What’s more, there’s no clear message hierarchy. Meeting invites, newsletters, urgent safety updates. They all compete for space in the same inbox. It’s hard for employees to see what’s most important at a glance, so critical messages get lost in the noise.

It’s unengaging

Scroll through a social media feed and you’ll see videos, polls, and interactive content designed to grab and hold your attention. Now think about the last email you read. Did it land with the same impact? Probably not.

In a world of TikTok, WhatsApp, and Instagram, static text feels flat. Emails are competing with these highly visual, highly engaging formats — and they just can’t keep up with audience expectations.

It’s hard to measure

Unless you send all emails via an email platform, it’s impossible to know if employees are actually opening, reading, and acting upon your updates. Are employees skimming? Ignoring? Misunderstanding?

Without robust analytics, it’s impossible to know. It’s then hard to make meaningful improvements to the internal comms experience.

It excludes the frontline

83% of frontline employees don’t have a company email address. Even if they do, logging into a shared portal in the break room is hardly practical.

Email isn’t an effective way to reach frontline teams. So you end up excluding an important segment of your audience — and have to resort to inefficient and unreliable methods of communication, like paper notices and manager phone calls.

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The rise of alternative employee communication channels

Email communication has its limits and alternative internal communication tools are on the rise. These platforms are built to make comms faster, more engaging, and more accessible. And some companies are now ditching email entirely, shifting all workplace communication over to these modern tools.

Today, 70% of comms professionals say they use chat tools and 73% say they use an employee app to communicate as an organization. Here’s what employees at those organizations are experiencing:

A mobile-first platform

The best mobile-first communication and intranet platforms provide the same seamless user experience across all devices, including small smartphone screens. Employees can access updates, resources, and workplace tools wherever they are, without needing a corporate email address.

Notifications + social feed

Instead of digging through their inbox, employees get instant notifications when a critical message lands. They can then head to the platform dashboard to view mandatory reads — or scroll the dynamic social feed, where news is organized and personalized by role, team, or tenure.

Channels for every type of communication

Modern platforms give structure to internal communications. Teams, communities, leadership updates, and company resources all have their own clearly defined channels. So employees know exactly where to go for official memos, knowledge sharing, and details of the latest team social. 

Two-way communication

Employees have lots of ways to interact with internal content on a modern comms platform. They can comment on a news feed post, respond to a poll or survey, react with emojis. They can even — depending on the permissions you set — create their own community-building content for your internal channels.

Engaging communications

The best employee intranets borrow from the apps your workers already love. Photos, videos, reels, memes, and visually-rich content make updates short, memorable, and enjoyable to consume. Your messages land — and stick — without adding to inbox overload.

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The productivity + engagement upside of a zero-email comms approach

With modern internal communications software, it’s possible to adopt a zero-email strategy. And the benefits go far beyond clearing inboxes. Here’s what this approach can do for your organization:

• Faster information flow. No more waiting for employees to log into a shared workstation to view the latest company email. Critical updates reach everyone through push notifications, ensuring your messages are seen and read quickly.
   
• Clear messaging. The comms experience is personalized to each employee. So people only see what matters to their role, team, or location. This reduces unnecessary noise and helps your messages cut through more effectively.
  
  
• A stronger sense of belonging. Email wasn’t built for culture-building. But internal communications platforms create shared spaces, where employees can celebrate wins, recognize peers, and feel part of the bigger picture. The result is greater engagement and loyalty across your workforce.
  
  
• Comms people actually want to read. When comms are visual, bite-sized, and interactive, employees are more likely to read them. They engage with your content and return regularly to your comms platform, so it’s easier to land messages.
  
  
• Self-service and streamlined workflows. The best internal comms platforms integrate with the other workplace software you already use. Employees can action a message in clicks because all tools and resources are linked.
  
  
• Equal access across the workforce. Historically, there’s been a divide between frontline and desk-based employees. With a zero-email approach, you bring everyone together. You welcome frontline employees into company culture, strengthening engagement and retention as a result.

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So what does the future of internal communications look like?

In a not-too-distant future, we predict that “inbox zero” will no longer be the dream of employees tackling a never-ending influx of emails. Instead, it will be an organizational norm. And moving beyond email to modern communication platforms will open up a new realm of possibilities for workplace connection.

Comms rethink their playbook

With improved internal communication tools on the table, the comms team can quit their reliance on email. They can meet employees where they are — on their smartphones, scrolling through engaging multi-media content — to create communications that work for every employee.

And, with new communication channels at their disposal, they’ll get creative. Employee-generated content, short-form video, and highly visual posts will become the standard. Comms teams will create Insta-worthy internal comms and find new ways to land messages.

HR and IT invest in an integrated solution

Employee experience isn’t just HR’s job — it’s everyone’s. And, because a single, integrated platform can solve for HR, IT, and comms, this is a setup that more organizations will embrace.

Thanks to deep integrations and single sign-on technology, employees can access everything they need from a single, user-friendly dashboard. Checking up on company news? Requesting a shift swap? Completing the next module of their current training course? It’s all right there, at their fingertips — without juggling multiple tabs and logins.

For IT, that means less firefighting and better ROI from existing tools. For HR, it means higher employee engagement and retention. And for comms, it means a direct line to every member of staff — hard-to-reach frontline workers included.

Teams use platform analytics to take comms even further

The future of comms is data-driven. Teams won’t just hit send and hope for the best. They’ll use platform analytics to see what’s working, what’s not, and where to improve.

That means sharper targeting, smarter campaigns, and data-driven comms strategies that reach the right employees at the right time. Teams can also measure how comms impact big business outcomes, like employee engagement, retention, and customer satisfaction.

Ultimately, analytics give comms a seat at the table. Teams move from being messengers to strategic partners, involved from the start in shaping initiatives and able to demonstrate solid comms ROI.

Stop dreaming of inbox zero. Go beyond email in 2026.

Our vision for the future of internal communications may feel a long way from the comms reality you’re living today. But the truth is, many organizations are already a ways down this path.

They’ve recognized that email is a drain on productivity and engagement. And they’re moving beyond it. No more inbox battles. No more missed messages. Instead, they’re embracing modern, mobile-first internal comms that reach every employee, wherever they are.

They’re making use of multi-media content, notifications, and analytics to ensure all employees get the information and connection they need to succeed in the workplace.

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