Poor internal comms is already costing you — here’s how to prove it
The problem isn’t comms impact — it’s how it’s framed. Here’s how to make your value visible, measurable, and impossible to ignore.
Aislinn Logan
Published:
March 19, 2026
Last updated:
March 19, 2026
5 practical ways to prove internal comms ROI (and finally unlock budget)
If you work in internal communications, you’ve probably been asked some version of:
“But what’s the actual impact?”
Whoever’s asking the question — an executive, a stakeholder, a budget approver — isn’t looking for engagement. Or reach. Or clicks.
They want to see tangible impact of internal comms on the business. And that question exposes a gap. Because, as digital communication and collaboration expert Sharon O’Dea put it in our recent webinar:
“It’s not that leaders don’t care about communication. It’s that the value isn’t always framed in terms they prioritize.”
That’s the real problem.
Of course internal communications drive impact across the business — but too often, the function is positioned in a way that feels disconnected from the outcomes leaders actually care about.
In the session, Sharon unpacked how to close that gap, with a practical framework for connecting comms to real business problems, measurable outcomes, and ultimately, investment.
Here are five takeaways you can apply immediately.
{{the-comms-roi-playbook="/callouts"}}
1. Start with the business problem, not the comms ask
What’s leadership actually worried about?
Hint: It likely isn’t comms metrics, channels, or formats.
What keeps leaders up at night are the things that can make or break the success of the business over the long term.
That’s where your case needs to start. If you lead with a solution, you’re asking for budget. But if you lead with a business problem, you’re positioning comms to solve something that already has a cost attached to it.
This is where many business cases fall down early. They jump straight to the tactic — a new platform, a new channel, a new campaign — without anchoring it in a clear, existing problem.
Sharon’s advice was to slow down and do some light-touch discovery first. What’s actually getting in the way today? Where are people struggling to access information, complete tasks, or understand what’s expected of them?
Sometimes the issue isn’t a lack of tools — it’s a mismatch between what exists and how people actually work.
When you start there, your business case becomes much easier to land.
2. Find the friction — that’s where your ROI is hiding
One of the most practical prompts from Sharon points to one of the biggest unlocks:
“Where are poor comms creating measurable drag?”
Because comms teams know that ROI doesn’t live in dashboards. It lives in the day-to-day friction employees deal with.
You see it in:
Managers repeating or clarifying missed updates
Onboarding that takes longer than it should
Change initiatives that stall or never fully land
Safety issues linked to missed or inaccessible information
This is what good communication actually impacts. And more importantly, this is what the business is already paying for. They’re just not calling it “comms.”
One example Sharon shared brought this to life: An employee who said the only time they read company emails was when they were in the bathroom — because that was the only uninterrupted moment in their day.
That’s not an engagement problem. That’s an access problem.
And when you frame it like that, it becomes much easier to connect communication to productivity, efficiency, and performance.
3. Stop reporting activity, start proving impact
“We improved reach by 20%” isn’t a business case.
It’s a metric. It’s useful. But on its own, it doesn’t mean much.
Instead, Sharon encourages internal comms teams to reframe comms metrics in terms of operational outcomes:
We reduced onboarding time by three days
We cut policy clarification tickets by 18%
We improved shift-fill speed
Now you’re speaking the language of the business — and building credibility for the internal comms function along the way.
This doesn’t mean you need perfect, direct ROI for everything. But it does mean connecting your metrics to something tangible.
If reach improves: What did that enable?
If engagement increases: What changed as a result?
If access gets easier: What friction disappears?
The strongest cases don’t just show what happened. They show why it mattered.
4. Build a case that reflects reality, not assumptions
Comms teams are often more plugged into the business than they realize. Or as Sharon puts it, “You probably know where the bodies are buried.”
You know:
Where people are blocked
What leaders actually care about (even if they don’t say it directly)
Where things break down between HQ and the frontline
But that insight, typically gathered through informal or educational conversations across the business, often remains as a qualitative input.
Building a business case is the perfect opportunity to put this invaluable knowledge to work. Use what you already know, and back it up with real examples. Pair data with lived experience. Combine survey results with actual employee stories.
This is what makes a case land. Not a 40-slide deck, not a long list of features, but a clear picture of what’s happening today — and what it’s costing.
And importantly, this is also how you build alignment across stakeholders.
Internal comms initiatives rarely get approved in isolation. Your case needs to resonate with finance, HR, IT, operations — each with their own priorities. The more grounded your case is in real business challenges, the easier it is to bring those groups with you.
5. Treat comms like infrastructure
“These things are treated as one-off programmes… and then you have to fight for them every time.”
Sound familiar?
A new tool gets funded. A project gets approved. And then two years later, you’re back at square one — rebuilding the case from scratch.
Sharon’s reframe: Good comms should be a staple of business hygiene.
When comms is positioned as a project, it’s easy to cut — but when it’s invested in as infrastructure, it becomes essential.
That shift doesn’t just change how you get budget. It changes how the business sees your role. Internal comms is no longer just a support function, but a part of how work actually gets done.
How to make the move from comms team to business translator
This is the shift.
As Sharon put it, we need to connect what we do to “specific and measurable” impact.
That means:
Translating engagement into performance
Translating comms into operational outcomes
Translating investment into dollars saved
Because the value is already there.
And if you don’t make that shift, the business still pays, just quietly — in lost time, slower onboarding, missed information, and duplicated effort.
That’s the cost of doing nothing.
So the goal isn’t to make comms sound more impressive. It’s to make it visible, measurable, and undeniably fundable.
When you do that, you’re not asking for budget. You’re making a case the business can’t ignore.
5 practical ways to prove internal comms ROI (and finally unlock budget)
If you work in internal communications, you’ve probably been asked some version of:
“But what’s the actual impact?”
Whoever’s asking the question — an executive, a stakeholder, a budget approver — isn’t looking for engagement. Or reach. Or clicks.
They want to see tangible impact of internal comms on the business. And that question exposes a gap. Because, as digital communication and collaboration expert Sharon O’Dea put it in our recent webinar:
“It’s not that leaders don’t care about communication. It’s that the value isn’t always framed in terms they prioritize.”
That’s the real problem.
Of course internal communications drive impact across the business — but too often, the function is positioned in a way that feels disconnected from the outcomes leaders actually care about.
In the session, Sharon unpacked how to close that gap, with a practical framework for connecting comms to real business problems, measurable outcomes, and ultimately, investment.
Here are five takeaways you can apply immediately.
{{the-comms-roi-playbook="/callouts"}}
1. Start with the business problem, not the comms ask
What’s leadership actually worried about?
Hint: It likely isn’t comms metrics, channels, or formats.
What keeps leaders up at night are the things that can make or break the success of the business over the long term.
That’s where your case needs to start. If you lead with a solution, you’re asking for budget. But if you lead with a business problem, you’re positioning comms to solve something that already has a cost attached to it.
This is where many business cases fall down early. They jump straight to the tactic — a new platform, a new channel, a new campaign — without anchoring it in a clear, existing problem.
Sharon’s advice was to slow down and do some light-touch discovery first. What’s actually getting in the way today? Where are people struggling to access information, complete tasks, or understand what’s expected of them?
Sometimes the issue isn’t a lack of tools — it’s a mismatch between what exists and how people actually work.
When you start there, your business case becomes much easier to land.
2. Find the friction — that’s where your ROI is hiding
One of the most practical prompts from Sharon points to one of the biggest unlocks:
“Where are poor comms creating measurable drag?”
Because comms teams know that ROI doesn’t live in dashboards. It lives in the day-to-day friction employees deal with.
You see it in:
Managers repeating or clarifying missed updates
Onboarding that takes longer than it should
Change initiatives that stall or never fully land
Safety issues linked to missed or inaccessible information
This is what good communication actually impacts. And more importantly, this is what the business is already paying for. They’re just not calling it “comms.”
One example Sharon shared brought this to life: An employee who said the only time they read company emails was when they were in the bathroom — because that was the only uninterrupted moment in their day.
That’s not an engagement problem. That’s an access problem.
And when you frame it like that, it becomes much easier to connect communication to productivity, efficiency, and performance.
3. Stop reporting activity, start proving impact
“We improved reach by 20%” isn’t a business case.
It’s a metric. It’s useful. But on its own, it doesn’t mean much.
Instead, Sharon encourages internal comms teams to reframe comms metrics in terms of operational outcomes:
We reduced onboarding time by three days
We cut policy clarification tickets by 18%
We improved shift-fill speed
Now you’re speaking the language of the business — and building credibility for the internal comms function along the way.
This doesn’t mean you need perfect, direct ROI for everything. But it does mean connecting your metrics to something tangible.
If reach improves: What did that enable?
If engagement increases: What changed as a result?
If access gets easier: What friction disappears?
The strongest cases don’t just show what happened. They show why it mattered.
4. Build a case that reflects reality, not assumptions
Comms teams are often more plugged into the business than they realize. Or as Sharon puts it, “You probably know where the bodies are buried.”
You know:
Where people are blocked
What leaders actually care about (even if they don’t say it directly)
Where things break down between HQ and the frontline
But that insight, typically gathered through informal or educational conversations across the business, often remains as a qualitative input.
Building a business case is the perfect opportunity to put this invaluable knowledge to work. Use what you already know, and back it up with real examples. Pair data with lived experience. Combine survey results with actual employee stories.
This is what makes a case land. Not a 40-slide deck, not a long list of features, but a clear picture of what’s happening today — and what it’s costing.
And importantly, this is also how you build alignment across stakeholders.
Internal comms initiatives rarely get approved in isolation. Your case needs to resonate with finance, HR, IT, operations — each with their own priorities. The more grounded your case is in real business challenges, the easier it is to bring those groups with you.
5. Treat comms like infrastructure
“These things are treated as one-off programmes… and then you have to fight for them every time.”
Sound familiar?
A new tool gets funded. A project gets approved. And then two years later, you’re back at square one — rebuilding the case from scratch.
Sharon’s reframe: Good comms should be a staple of business hygiene.
When comms is positioned as a project, it’s easy to cut — but when it’s invested in as infrastructure, it becomes essential.
That shift doesn’t just change how you get budget. It changes how the business sees your role. Internal comms is no longer just a support function, but a part of how work actually gets done.
How to make the move from comms team to business translator
This is the shift.
As Sharon put it, we need to connect what we do to “specific and measurable” impact.
That means:
Translating engagement into performance
Translating comms into operational outcomes
Translating investment into dollars saved
Because the value is already there.
And if you don’t make that shift, the business still pays, just quietly — in lost time, slower onboarding, missed information, and duplicated effort.
That’s the cost of doing nothing.
So the goal isn’t to make comms sound more impressive. It’s to make it visible, measurable, and undeniably fundable.
When you do that, you’re not asking for budget. You’re making a case the business can’t ignore.
Start your free trial today
See how Blink helps frontline teams stay connected, informed, and engaged.
London, 1 November 2023 – Bus operator Abellio London has rolled out Blink, a mobile app that connects management with frontline, or deskless, workers.
Abellio, which operates bus services on behalf of Transport for London and serves 430,000 customers across Greater London every day, will connect its 2,800 employees across six depots and Transport UK Rail Replacement services through Blink’s super-app. Employees can connect, share information and communicate with each other wherever they are which, until now, had been impossible.
Abellio’s investment in Blink gives every worker digital connectivity to the organisation and each other, improving convenience, flexibility and inclusion. This investment forms part of Abellio’s ongoing initiatives to support inclusion within the business and tackle the national bus driver shortage. Transport for London recently revealed they were operating with a shortage of 2,510 drivers, and nationwide, many operators are still experiencing significant staff shortages, with bus vacancy rate at 6.8%, resulting in recent calls for bus drivers to be added to the Shortage Occupation List so operators can recruit drivers from abroad.
Due to the nature of their work, frontline teams – such as bus drivers – are often subject to manual processes and paperwork. They might not have immediate access to some of the tools or information that support them to deliver a positive experience to customers. Across the UK, frontline teams can feel disconnected from the rest of the workforce and, in some cases, undervalued: recent research found that only 39% of frontline workers feel heard, and that 42% are considering quitting their job.
Blink tackles these issues head-on. Beyond communication, the Blink app provides seamless, always-on access to external applications across any device. Abellio’s bus drivers only need to sign into Blink once via secure Single Sign On in order to gain access to all the key systems and information needed for their roles, including the driver allocation system (DAS); payslip information and payslips; and company updates and information that have traditionally been shared by depot notice boards, social media groups or via their line managers.
Previously, drivers needed to access multiple systems to complete certain aspects of their role which was time-consuming and required different passwords and/or access to a computer. Mobile-first with desktop capabilities,Blink brings everything together in one super-app for Abellio’s drivers and management team. Drivers can complete their day-to-day tasks or reports via their phones in real-time and are kept in the loop at the same time as everyone else in the organisation. Crucially, they are able to directly communicate and share feedback with their senior leadership team, giving them a greater say in what’s happening.
“Abellio actively champions inclusivity, as a business that employs 43 different nationalities, we have always prided ourselves on our inclusive culture,” commented Abellio Operations and HR Director, Lorna Murphy. “Differences are very much valued, and our company's success depends on it. We needed an inclusive and simple way to bring our teams together and wanted to offer greater access to information and process for our frontline drivers.
“Blink fosters inclusiveness because everyone in the organisation has a mobile phone, meaning they can log in and access everything they need from wherever they are. It enables two-way conversations and brings connectivity to everyone in the business.”
Sean Nolan, CEO and Co-Founder of Blink, added: “Abellio London is on a mission to put a stop to the frontline worker gap and bring a sense of belonging to employees wherever they are. It recognises just how much an engaged frontline directly impacts how successful they are as a team. Amongst our customers we have seen that by fostering a more engaged and inclusive culture, productivity, quality, care, commitment, and retention will surely follow.
“The company is doing this by putting better company information at their drivers’ fingertips, while giving managers real-time access to frontline intelligence on employee performance and engagement. This will save them hundreds of hours, which they had been previously losing to disparate communications channels.”
The Blink app will also replace all the paper-based forms that currently require drivers to return to depot to complete. Thanks to the app’s intuitive interface, drivers can manage their schedules, payment information, and form-filling from wherever they are and whatever their technical ability.
Murphy added: “Using Blink, Abellio bus drivers can access a system of simple pathways that makes it easy for them to report issues, start a conversation with management or colleagues, or go about their day-to-day tasks such as checking shifts and accessing payslips, reconnecting them back to the organisation they work for via one simple, easy-to-use app.
“At a time when recruitment and retention in the industry is paramount, we hope that Blink, and tools like it, will support teams to feel connected to the business. Blink will help us to create a vibrant and open culture that champions better employee engagement, and give our drivers a channel through which they can voice their queries, ideas and concerns.”
As well as providing company-wide communications, Abellio can use Blink to create specific groups for supported work conversations, something that has been proven beneficial for employee wellness. Blink’s frontline intelligence and analysis capabilities will also help the leadership team to understand what employees need to perform, and how best to deliver it.
Blink has been proven to reach 95% of employees and reduce employee turnover by 26%. It also triples response rates, sees five times the number of adoption of tools thanks to its single sign-on(SSO), and gets a nine out of ten ‘ease of use’ rating from end users.
Press contacts
For more information or interviews, please get in touch with kate@transatlanticent.com | 07980 921961.
About Abellio
Abellio London is part ofTransport UK and operates 55 bus routes in the capital on behalf of Transport for London (TfL), plus rail replacement and event services across the UK.
The business operates around nine percent of London’s bus network, running over 800 vehicles and employing 2,500staff across six depots in Central, South, and West London. Abellio is a pioneer in EV public transport, operating over 100 no-emission fully electric buses in London.
Abellio London was a double winner in the 2021 Bus and Coach Awards and is a finalist in the British QualityFoundation’s EFQM Excellence awards, following a 5-star rating in the BQF Recognised For Excellence assessment. In 2020 it was named Operator of the Year at the London Transport Awards and also helped bring the first Caetano electric single-deck buses to the UK, which were the safest in London with the inclusion of TfL Bus Safety Standard measures. Since 2019 it has held Earned Recognition status with the Driver and Vehicle Standards Agency (DVSA), which recognises it as an exemplary operator, and in 2023 earned ISO 45001 accreditation across all six depots.
About Blink
Blink is the world's best super-app for deskless workers, with a mission to revolutionise work life for the frontline, closing the digital divide and enabling distributed organisations to communicate effectively and engage together like never before. Blink is used by over 200,000 frontline workers at industry-leading companies including Stagecoach, Elara Caring and Domino’s. Each user opens the app an average of seven times a day, helping lower frontline attrition by up to 25%.
Founded in 2015 and with offices in London, Boston, and Sydney, Blink is a Leader in the G2 Grid® for Best EmployeeEngagement Software and named in the 2022 Deloitte Technology Fast 50.
For comms leaders who want to bring their teams together, employee engagement is a critical element in creating a sense of belonging in frontline organizations. There are a number of different employee engagement frameworks available.
Therefore, it’s important to understand their respective strengths and weaknesses to make the right decisions for your teams.
How can you know which one is right for your organization?
The answer lies in understanding the goals that you want to achieve through engagement, and how the different frameworks can help you do so.
At Blink, we believe in the importance of employee engagement, which is why we've carefully evaluated the strengths and weaknesses of key frameworks on the market, to help you find the one that aligns with your organizational goals.
Whether you're an SME looking to create a fast-growing startup culture, or a large enterprise looking to make your employees feel more empowered and innovative, this guide will help you understand what an employee engagement framework is and find the right model for the job.
What Is An Employee Engagement Framework or Model?
An employee engagement framework or model is a strategic structure created to help you understand and measure the factors that drive employee engagement within your organization.
These models work to identify the specific factors that are most important to creating an engaged employee workforce, and provide a strategic framework for improving these factors as part of your wider employee engagement strategy.
But why does this even matter? Why bother? Well, studies have shown that engaged employees see increased customer satisfaction, boosted job satisfaction and improved turnover (43%) compared to their competitors, amongst a range of other competitive benefits. We know, we've told you before! But that's because it's true.
As for the framework, it provides a core structure to your communications and engagement efforts and helps you to focus on the elements that are most important. So whether you're looking to drive innovation, retention, or productivity within your organization, there's bound to be an engagement framework or model out there that can help you achieve these goals.
Before we dive into how to choose the best employee framework for you, let's take a look at some of the main employee engagement models.
Employee Engagement Framework Examples
When it comes to employee engagement theories, specifically frameworks, the sector is dominated by a few major players. In this section we'll outline the key focus and aims of each employee framework example, hopefully providing you with some insight into which model might be best for improving employee engagement in your organization.
1. The Zinger Model
The Zinger model of employee engagement consists of 14 employee engagement elements, with key symbols for each element. Together, these elements make up a symbolic framework for measuring employee engagement, with each element representing a specific part of the engagement process. These 14 elements include:
Achieve results
Craft strategy
CARE (Connect, Authentic, Recognition, Engage)
Enliven work roles
Excel at performance
Esteem organization
Foster community
Serve customers
Develop career
Leverage energies
Experience wellbeing
The model is designed to help organizations evaluate and monitor the factors that impact employee engagement over time, and track progress towards their organizational goals.
While this theoretical model lacks depth in terms of human resource management theory, it does provide a useful visualization of different engagement factors and mechanisms, making it a great choice for comms leaders looking to map out their employee engagement strategy in a visually appealing way.
2. The Deloitte Model
The Deloitte model of employee engagement was created after two years of discussions and research with clients, revealing five major elements and 20 underlying strategies that work together to make an organization truly “irresistible.” The 5 major elements included in this framework are:
Meaningful work
Hands-on management
Positive work environment
Growth opportunity
Trust in leadership
All of these factors work together to form a core system of engagement within an organization (See Figure 1 below) that maintains itself through strong company culture. And while the model is aimed at maximizing employee satisfaction, it also works to improve productivity and profitability.
This framework has been used by hundreds of organizations around the world and boasts a high success rate in improving organization-wide employee engagement and company performance. If you’re looking for an evidence-based approach to employee engagement that can help you achieve results across the board, this might be a good fit for you.
One central idea in the JD-R theory is that although workers may be based in various sectors–think transport, manufacturing, or finance–their job characteristics can be classified into two categories: job demands and job resources.
Job demands are job aspects that require continuous effort and usually come with physical and mental costs. Some examples could include a heavy or unmanageable workload, conflicting demands from managers and customers, and workplace bullying.
Job resources help workers progress in their careers, make their jobs less demanding, and improve their day-to-day life both professionally and personally. Some examples of resources could include scheduled breaks during the workday, access to line management training, or implementing specialized employee engagement software for manufacturing that gives workers instane mobile access to a Central Hub storing core company document.
Using a variety of methods to study leadership and workers, such as Employee Surveys, interviews and administrative data, the JD-R model has been proven to be a valid method for assessing how employees feel about their job resources and demands, and in turn their engagement levels.
4. The Gallup Employee Engagement model
The Gallup model of employee engagement refers to their Q12 Survey, which consists of 12 employee engagement survey questions. After taking the Q12 survey, leaders and managers will be able to effortlessly work each item's concepts into conversations, meeting agendas, performance evaluations and team goal setting. The 12 questions are:
I know what is expected of me at work.
I have the materials and equipment I need to do my work right.
At work, I have the opportunity to do what I do best every day.
In the last seven days, I have received recognition or praise for doing good work.
My supervisor, or someone at work, seems to care about me as a person.
There is someone at work who encourages my development.
At work, my opinions seem to count.
The mission or purpose of my company makes me feel my job is important.
My associates or fellow employees are committed to doing quality work.
I have a best friend at work.
In the last six months, someone at work has talked to me about my progress.
This last year, I have had opportunities at work to learn and grow.
The 12 questions are split into four levels (See image below) required for an environment of trust and support in the workplace. By meeting the needs of the three levels of foundational employee engagement drivers, leaders can drive top level personal and professional growth for their employees.
Using these levels as a guide to manage your team, you can improve their performance and continue developing them professionally.
It's important to note that these four levels do not represent consecutive phases. Managers do not complete level one and then level two, etc. Leaders must ensure that employees' needs are met on level one first, however they must then continue to deliver on that level while meeting their needs on the second, third and fourth levels.
Simply put: if you don't meet your employees basic needs on an ongoing basis, the other levels won't follow.
5. The AON Hewitt model
The AON model of employee engagement consists of three main sectors, Say, Stay and Strive. Based on employee responses to "say, stay, and strive," engagement levels can be determined and used as a predictor of business outcomes.
AON goes on to recommend some key steps when implementing an engagement framework, which include:
Define your improvement strategy
Boost the impact and effectiveness of your managers and leaders
Create an aligned employee value proposition
Design and implement total reward programs.
By using these steps, leaders can successfully improve employee engagement and drive better business outcomes for their organizations.
How to pick the right employee engagement framework for you
What business targets are you aiming for?
To choose a fit-for-purpose engagement model, you need to understand the goals that you want to achieve through engagement. Some of the most common business targets are: improved innovation, increased employee retention and productivity, and better financial performance.
Key Performance Indicators (KPIs) built around employee engagement metrics can also make strong targets for your engagement framework. For example, some organizations might aim to increase employee participation in the workplace and their willingness to contribute to company goals – both of which are important metrics for measuring employee engagement and satisfaction.
Some key questions to ask yourself at this point could include:
What's the main engagement problem you’re currently facing?
What are your business targets?
Does the engagement framework align with KPIs and company goals?
Understand your team setup
The first step in choosing the best employee engagement framework for your organization is to understand the different types of teams that you have. This will help you to better understand the specific engagement needs of your team, and tailor the framework accordingly.
For example, a frontline workforce is going to require specific framework targets, such as increasing employee engagement in nurses or on the factory floor. On the other hand, an office-based team may be looking to increase employee participation in company events or projects.
The truth is, frontline workers are often left with no engagement projects that meet their needs. Unfortunately, this has led to a growing number of frontline workers left feeling unheard and disengaged.
To do better for your staff, start by really getting to know them and their team setup.
Assess your current technology
When choosing your framework to engage employees, run-of-the-mill employee engagement activities and boring old company practices need to stay in the past.
From employee engagement platforms and digital communication tools to online learning resources, there's a growing number of technology solutions available to help you improve your organizational culture and increase engagement.
In our humble opinion,Blink is the absolute frontrunner when it comes to tech solutions for engaging employees. Blink offers:
Secure Chats to drive feedback loops, two-way communication and meaningful workplace relationships
Central Hub for instant access to core company policies, procedures and files
Blink Feed for company announcements and engaging day-to-day updates
Frontline Intelligence to help you measure and analyze how your employee engagement strategy is performing
Employee Surveys to drive a movement of listening within your organization.
With these digital features in one Frontline Engagement App, Blink really is the perfect fit for any business looking to improve employee engagement and, ultimately, business outcomes.
So if you're ready to start taking your employee engagement efforts to the next level, how about trying Blink today? You'll be able to easily meet your communication, collaboration and company culture goals!
Identify engagement framework allies
Employee engagement framework allies are those who are invested in improving your organization's culture and are willing to work alongside you to help achieve this.
For example, if you're looking to boost employee participation in your workplace, it might be worth reaching out to HR teams or management to see if they can dedicate budget towards more frequent team meetings or staff events.
Alternatively, if you're a comms or HR leader, you might need to get CIO or even CEO buy-in in order to implement the right digital tools to kickstart a new framework.
Overall, finding allies for your employee engagement framework can be a powerful way to get more support behind your goals, and achieve better results in the long run. So make sure you reach out to anyone who might be able to help you move forward.
How do you implement an employee engagement model?
It’s important to choose the right model and identify your allies to ultimately achieve your goals. To implement this thinking, it's important to approach implementation in a structured way. This will help you have a clear plan to manage the process from start to finish.
Some key steps include overhauling your digital employee engagement tools, testing and setting measurable goals, creating regular check-in points for measuring progress, and ensuring that everyone involved is aligned with the same vision and implementing employee engagement best practices.
What Blink can do for you...
Now that you have a better understanding of how to implement an employee engagement model in your organization, you can think about implementing a tool like Blink.
At Blink, strong employee engagement is at the heart of what we do. That's why our mobile engagement app offers a range of powerful tools and features to help frontline organizations improve their culture and build better relationships with their staff.
With an average activation rate of over 85% across numerous deskless industries, Blink can help you drive more open and honest communication, increase employee participation in your initiatives, gather feedback from across all departments, all of this to help you drive key metrics and KPIs.
New employee journey maps can take time to develop. But when adding more smiley faces isn’t enough, how do you get an employee journey map to work better for your organization?
The concept of employee experience maps has been gaining traction as a way to boost employee engagement and improve your onboarding process.
The template follows a pretty straightforward path from hiring, through training, and eventually exiting, but it’s the way you use these maps that makes them valuable.
You know your workers will have training at a particular stage, but how helpful is it? Do you see an increase in turnover at any stage? These are the types of questions your employee journey maps should help you answer.
Why use an employee journey map?
An employee journey map can be a helpful tool for improving the employee lifecycle. This concept visualizes the entire employee experience through your organization, from onboarding until their last day.
There are a few different ways to name each stage of the journey, but every employee experience map follows the same basic flow:
Recruitment and hiring
Onboarding
Engaging and training
Development
Progress and performance
Exit or offboarding
These employee journey touchpoints describe the main stages a worker might be at within the company.
You can track the average time it takes to complete each step, assign different training and feedback for different stages, and look for patterns within your journey maps.
An employee journey map can help with engagement as you can better address the needs and concerns a worker will have by knowing where they stand in the organization.
Making the most of this tool will help you actually get some use from it.
How to make a better employee experience journey map
Don’t worry. Not all good employee experience journey maps lead to Manchester. They just have to lead to happier workers.
Whether you already use an employee journey map template or are just starting to look into the idea, there are some steps you can take to make your maps work better.
They are the following:
Create different maps for different roles. The map for a frontline manager will look different from a warehouse worker, with different training and onboarding for each position. Depending on your organization, you may need a few maps or a few dozen.
Analyze your employee journey maps and look for patterns. Do many employees have trouble at the same part of the training? That may become more obvious when you compare maps and visualize the issue at hand.
The latest report from the Bureau of Labor Statistics shows an average tenure of 4.1 years, and 22% of workers had been with their current employer for a year or less.
Looking up industry-specific numbers can help you further pinpoint areas to focus on when planning out your journey maps.
Time feedback to the stage in the journey your employee is at. Look for onboarding feedback while the process is still fresh in their mind.
Provide appropriate feedback to your employees as well. Let them know how they’ve improved after training, or likewise what they could concentrate a bit more on.
Remember, journey maps are a tool that can help predict how an employee’s experience will look, but it’s not set in stone. There can be unexpected events that change their journey map.
Like a global pandemic that reduced working hours by 17.3% in 2020. Most of us are still trying to get back on track after that one.
Make sure your organization learns from the tool. These aren’t coloring book pages for employees to fill in while HR processes their paperwork. Learn from them.
Did you know only 12% of employees strongly agree their company did a good job at onboarding?
Using an employee journey map, you can analyze your new hires at this stage and see why they might feel that way.
Wrapping up — Making employee journey maps better for your workers
Employee journey mapping is one of those tools with lots of potential. It can help you improve different processes in your organization, increase employee engagement, and create an easy-to-follow workflow for various roles.
Or you can spend an entire quarter making everyone fill these in and then promptly lose them in a subfolder that was last opened three years ago.
Just keep in mind that creating an employee journey map is the first step. You also need to make it easy to access for employees and have them provide feedback.
Mass walkouts make headlines. It would not be surprising if 2024 saw an increase in these headlines - particularly in sectors such as healthcare. The recent strike that saw 75,000 Kaiser healthcare workers walk off the job is reflective of the deep level of disengagement among frontline healthcare professionals in general. Unless healthcare leaders can spot rising levels of disengagement, understand what causes it, and take proactive steps to prevent it within their organizations, these worrying trends will continue to persist.
Unfortunately, despite significant and somewhat effective efforts by HR leaders to recognize and reward frontline workers for their contributions, the healthcare industry is struggling to bridge the gap between organizational initiatives and frontline satisfaction. Benefits programs, loyalty initiatives, listening surveys, and wellbeing apps have failed to move the needle, mainly because these initiatives simply don’t always reach those needing them. Technologies such as e-learning and team scheduling platforms, messaging, and collaboration tools - designed to engage employees and encourage a more connected and cohesive organizational culture - have not had the desired impact on frontline staff.
Mismatch Between Technology and Reality
The problem is that while the pace of digital transformation in the enterprise space has been undeniable, the technologies most healthcare organizations purchase today are designed for desk-based workers who are permanently online and have ready access to IT support and/or relevant training resources; or are another add on to an existing legacy system.
The modern enterprise tech ecosystem is incompatible with the reality of frontline work – where mobile ease of use and accessibility are pivotal to driving impact. These tools simply don’t work effectively when rolled out to hospital staff who are time-constrained, constantly on their feet, and rarely anywhere near a desktop computer, especially for anything nonclinical.
A survey of more than 500 US healthcare workers reveals that 37% say technology frustrates them. This lack of positivity around technology creates inequality of opportunity and influence within the workplace, as healthcare workers often don’t enjoy the same sense of value and belonging as their office-based peers, nor do they have the same opportunities for career advancement.
READ MORE: Achieving Employee Techquity: Our guide on why successful digital inclusion in healthcare starts in your teams.
Purpose-built Technology for Delivering Exceptional Care
Healthcare workers aren’t averse to using technology. As consumers, their digital world is immediate and enriching, driven by intuitive smartphone apps, instant notifications, and a sense of always having the tools they need at their fingertips. Yet in their jobs, the current digital experience can be slow and disjointed.
To close the digital divide, organizations must deploy technologies specifically designed with the on-the-go frontline healthcare experience in mind. For example, offering single sign-on (SSO), mobile-enabled access to all applications will greatly improve accessibility. Building a hub can make it easy for all workers to access important information and other systems. Simple mobile forms can replace paper trails, help workers improve efficiency, and eradicate convoluted processes so that workers do not waste time on administrative tasks.
Elara Caring, one of the largest US-based providers of personal care, home health, and hospice care, successfully addressed these challenges after experiencing a 65% annual staff turnover rate due to low morale and lack of peer-to-peer connection. The company decided to deploy Blink, the frontline employee super-app, which has transformed its operational landscape and solved its million-dollar challenge.
Elara, using Blink, streamlined onboarding, enhanced communication efficiency, and created a sense of community among employees, some of whom were never connected to the organization. By leveraging capabilities like SSO and automating daily tasks, Elara centralized operations and increased its productivity. Additionally, they facilitated seamless communication and peer-to-peer networking, fostering a culture of recognition and empowerment within Elara's workforce.
By leveraging Blink's multifaceted capabilities, Elara not only mitigated its turnover challenge but also established a more cohesive, efficient, and connected workforce, reinforcing its commitment to employee well-being and organizational success. And, now that Elara has been able to connect to this large employee constituency successfully, they are innovating on exciting new opportunities for improving these workers’ work-life and their patients’ experience.
Importance of Organizational Culture Shift
Creating a digitally inclusive environment for frontline workers goes beyond technology adoption. It requires a cultural shift within organizations – one that values and actively supports the digital empowerment of every employee, regardless of role. People and HR leaders must champion digital inclusion as a strategic priority, ensuring that frontline workers are not just recipients of technology but active participants in the digital transformation journey.
Organizations can foster this culture by promoting digital literacy programs, encouraging peer-to-peer learning, and recognizing the unique contributions of frontline workers. Understanding the specific pain points of these employees leads to more effective and user-friendly solutions and an increase in technology adoption.
Essentially, closing the digital gap for frontline healthcare workers isn't just about technological advancements, it's about ensuring exceptional healthcare and workplace equity. By investing in the right tools, training, and culture initiatives, healthcare organizations can enable and empower their frontline workforce to better thrive in the digital age.
Operational communications don’t usually get the spotlight. They’re not flashy. They don’t come with glossy videos or inspirational quotes from leadership.
But they do keep the business running.
Shift changes. Schedule updates. Safety alerts. Policy changes. System outages. Last-minute coverage requests. The messages that tell people what to do, when to do it, and what happens if they don’t.
Every organization relies on operational comms — whether they’ve designed them intentionally or not. And that’s the problem.
Because in far too many workplaces, especially frontline ones, operational communications are scattered, inconsistent, and treated like an afterthought. And when operational comms fail, work fails with them.
Operational comms already exist. They’re just a mess.
Let’s start with the uncomfortable truth: You don’t have no operational communications. You have too many — spread across too many places.
A WhatsApp group for one team. A text from a manager’s personal phone. An email someone might see three days later. A notice on a bulletin board nobody walks past anymore. An intranet update that assumes everyone sits at a desk.
None of this is malicious. It’s improvisation.
When internal communications aren’t built for how work actually happens, people do what they can to fill the gaps. Over time, that creates a patchwork of communication channels, habits, and workarounds that are impossible to manage — and even harder to rely on.
The result?
Missed company updates. Conflicting information. Managers acting as human routers. Employees unsure which message “counts.”
Operational comms don’t break because people don’t care. They break because the system was never designed to support them.
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What operational comms really are (and what they’re not)
Operational communications aren’t about company culture-building or storytelling. They’re not meant to inspire. They’re meant to execute.
And for many internal communications leaders, operational comms are where strategy meets reality.
At their core, operational comms answer five simple questions:
What changed?
What do I need to do?
When?
Where?
What happens if I don’t?
If someone misses a leadership update, it’s unfortunate. If someone misses an operational update, it’s disruptive — or dangerous.
This isn’t about “nice-to-have” content. This is about the messages that make or break a shift, a service, or a customer or employee experience.
Why operational comms fail first on the frontline
Frontline environments put operational communications under the most pressure — and expose their weaknesses the fastest.
Frontline work is:
Shift-based
Time-sensitive
Location-dependent
Often safety-critical
And yet, operational comms for frontline workers are still commonly delivered through digital tools designed for desk-based work.
Email assumes regular access and time to read. Intranet platforms assume a login, a browser, and spare minutes. Manager cascades assume perfect recall and flawless consistency.
That assumption gap is where things fall apart.
When someone is on a shop floor, behind a counter, on a bus route, or moving between patients, they don’t have time to hunt for information. If operational comms aren’t immediate, accessible, and impossible to miss, they may as well not exist.
This is why frontline teams are often the first to experience:
Here’s the irony: Organizations have invested heavily in operational systems.
HR platforms. Scheduling tools. Workforce management software. IT service management systems.
These tools are powerful. They automate processes, standardize workflows, and generate insights. But too often, they stop short of the people who actually need to act on them.
Instead, communication becomes the weak link — handled manually, inconsistently, or as an afterthought.
A system updates, but no one sees it. A policy changes, but not everyone gets the message. A process improves, but adoption lags.
This disconnect creates delays, rework, and unnecessary strain on managers. And it puts internal communications teams in a tough spot — expected to “fix” operational problems with tools that were never designed for the job.
Operational excellence can’t exist without operational communication to match it.
Reframing operational comms as infrastructure
The biggest shift organizations need to make is this:
Operational communications aren’t a channel. They’re infrastructure.
Just like roads or power lines, they should be:
Always on
Reliable
Embedded into daily work
Designed for clarity and speed
If operational comms only work when someone remembers to check the right place, at the right time, they’re already optional. And optional doesn’t cut it when work depends on it.
That means designing corporate communications for formal channels that meet people where they work, not just where leadership prefers to post.
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Where a mobile-first internal comms platform changes the game
If operational communications are infrastructure, then they need a delivery system built for how work actually happens — not how we wish it happened.
That’s where a mobile-first internal communications platform makes the difference.
Frontline teams don’t work at desks. They work on the move, across shifts, locations, and roles. They need operational updates to reach them in real time, in a format that’s fast, familiar, and impossible to ignore.
A modern internal comms platform creates a single, reliable place for operational communication — without asking employees to jump between digital communication tools or remember where the latest update lives.
And critically, it allows organizations to move beyond “send and hope” communication.
From posting updates to driving action
Operational comms aren’t successful because they’re published. They’re successful because they’re seen, understood, and acted on.
Mobile-first, social media-inspired platforms are designed for this reality:
Short, visual updates that mirror the consumer apps employees already use
Time-sensitive messages that surface at the right moment
Clear signals when something requires attention — and when it doesn’t
Features like Stories help operational updates cut through the noise without adding more of it. They make change management feel timely and relevant, rather than buried in a company news feed or lost in an inbox.
When critical messages actually need to be seen
Not every message is optional.
Policy changes. Safety updates. Compliance notices. Operational shifts that impact how work gets done today.
Mandatory reads ensure those messages are acknowledged — not just sent. That creates confidence for business leaders, clarity for employees, and far less reliance on manual follow-ups or manager guesswork.
In operational communications, visibility isn’t enough. Confirmation matters.
The right message, to the right people, at the right time
One of the biggest reasons operational comms break down is over-broadcasting.
When everyone gets everything:
Important updates blend into background noise
Relevance drops
Attention disappears
Segmented internal communications — by role, location, department, or shift — allow operational messages to be targeted to the people they actually affect.
That means fewer distractions, clearer expectations, and more consistent execution across teams. It also means frontline employees aren’t asked to mentally filter information that was never meant for them in the first place.
Built for frontline reality, not desk-based assumptions
A mobile-first internal comms platform meets employees where they are:
On their phones
Between tasks
On different schedules
Across multiple locations
Operational communications become something employees can access in seconds — not something they have to hunt for when they finally sit down.
And when comms are embedded into the rhythm of work, rather than bolted on top of it, they stop feeling like “another update” and start feeling like part of how work flows.
The experience layer operational systems need
Operational systems will always matter. But systems alone don’t communicate — people do.
A mobile-first internal communications platform acts as the experience layer between operational systems and the workforce. It surfaces the information that matters, in a way people can actually engage with and act on.
Not as another tool to manage. Not as a replacement for core systems.
But as the connective tissue that turns operational intent into operational reality.
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The question every organization needs to ask
Operational communications don’t usually get the credit when things go right. But when they go wrong, the impact is immediate.
So here’s the question worth sitting with:
If a frontline employee misses an operational update, is that an engagement issue — or an operational risk?
Once you see operational comms for what they really are, it becomes clear they deserve more than improvised fixes and scattered internal channels. They deserve to be designed with the same care as the systems they support.
Because when operational communications work, everything else works better too.
Stress, strained relationships, and missed deadlines. According to Grammarly’s 2024 State of Business Communication report, poor internal communication causes all three of these things.
In contrast, good workplace communication leads to increased productivity and work satisfaction. Employees who get enough information to do their job well are also 2.8 times more likely to be engaged in their work.
Effective communication helps employees feel more connected to the organization, their work, and each other. These highly engaged employees then contribute to positive workplace communication.
It’s a virtuous circle that — according to Gallup research — leads to improvements in employee retention and wellbeing, as well as your business profits.
In this article, we look at how you can boost employee engagement through your internal communication strategy.
If you want to improve employee engagement, improving employee communication is a great place to start. To do that, you need a plan.
An internal communication plan helps you approach employee communications with strategy. You understand where you are now, where you want to get to, and which combination of activities is most likely to get you there.
We can boil an employee communication plan down into four key stages. You can create a successful internal communications strategy by:
1. Assessing your current situation
What are the strengths and weaknesses of your current communication strategy? Are your comms successfully engaging employees? Are messages resonating in the way you want them to? Are some communication channels more effective than others? Listen to opinions and ideas from across the company to evaluate your current comms performance.
2. Choosing communication channels
Communication channels should be accessible to all employees, including those working remotely and on the frontlines of your organization. You need appropriate channels for company-wide updates, 1:1 meetings, and group chat. You also need channels that facilitate top-down, bottom-up, and peer-to-peer communication.
3. Deciding on communication content
If one of your priorities is employee engagement, crafting engaging company messages is the next item on your list. Create an internal communication calendar, starting with the essential messages that help your organization function safely and efficiently. Next, decide on the types of content you’ll use to share company culture and foster a sense of belonging.
4. Assessing engagement
A good internal communication plan is fluid. It’s a constant work in progress. So once you’ve put your new strategy into action, it’s time to assess what works and what doesn’t. Using communication and engagement key performance indicators (KPIs), see how far you’ve come and make targeted improvements.
11 engaging ideas for your internal communication plan
Approach your internal communication plan tactically and it will better support your employee engagement efforts. Here, we’ve put together a list of internal communication best practices to incorporate into your plan.
Choose the right channels
Employee communications should reach every member of every team. In a world of remote working, this means using digital communication channels.
These digital communication channels need to be accessible on mobile devices because 80% of the world’s workforce doesn’t sit behind a desk — and because paper memos on a noticeboard are far too easy to miss.
If email is your first thought, bear in mind that it’s rarely the best solution. Many frontline workers don’t have a company email address and lots of desk-based workers are suffering from email overload. There’s a temptation to overlook company comms in your inbox when it’s already overflowing.
Your internal communications engage employees more effectively if you create dedicated, digital channels with the help of a social intranet or employee app.
These platforms allow your teams to communicate over a news feed, group chats, and 1:1 messages. The best tools come with lots of engaging, social-media-style features and are available on every employee smartphone.
Clear and concise internal communications are essential to engagement because:
You get fewer misunderstandings — and when employees fully understand your message they’re more likely to respond to it quickly
It makes messages easier to absorb and remember
You show respect for your employees’ time, which means they’re more likely to read future messages
So when creating employee communications, try to use simple language, avoid industry jargon, and keep sentences short.
Before you put anything down on paper or into words, think about what you want your audience to do after reading or watching your content. Also, identify the most important information and put this at the start of your message.
Once you’ve written your content, edit it ruthlessly cutting unnecessary words and repetition. You can also use AI tools, like Hemingway. Hemingway highlights sentences that are difficult to read. You can then simplify these sentences to make your internal communications clearer and more concise.
Foster two-way communication
Imagine you’re watching a presentation.
The speaker — let’s call him Steve — clicks through his well-designed slides. He talks through the content competently. But he doesn’t pause for input or questions.
Now, another speaker takes to the floor.
This speaker — let’s call her Maria — starts her presentation with an interactive poll. After speaking for a few minutes, she involves the whole room in a discussion so everyone gets to share their thoughts and ideas. She speaks some more, then invites you to ask questions.
Which presentation is the most engaging?
It’s likely that if you had to sit through Steve’s presentation, your mind would wander. You’d start thinking about the workload waiting for you back at your desk — or what you fancied eating for lunch.
But by incorporating two-way communication, Maria grabbed everyone’s attention from the beginning. She sustained that attention by regularly involving everyone in the conversation.
When you involve people in a presentation — or in your internal communications — you make the experience more engaging.
There are lots of ways to create interactive, two-way employee communications. You can launch polls and surveys. You can run an online Q&A session with your CEO. You can also post content to the company news feed, where employees can interact by commenting, liking, and sharing.
Create open dialogue like this — where thoughts, opinions, and questions flow in all directions — and you’ll find it much easier to interest employees in your internal communications.
Collect feedback
As we’ve just mentioned, polls and surveys boost employee engagement. Employees like to feel that they have a voice — and that leadership takes their thoughts on board.
So collect feedback regularly. Ask employees about the employee experience, the latest company changes, or the next company social event. You can also ask them what they think about your internal communications.
According to Axios research, 36% of employees want to share feedback with leaders about the essential communications they’re receiving but they don’t feel they get the opportunity.
So ask your employees about their communication preferences and any pain points they experience with your current employee communication plan. Give workers the option to share feedback anonymously if they prefer.
Then, analyze your feedback results. Also, be sure to share the results of polls and surveys with your employees. Thank them for their input and tell them what you plan to do.
This type of feedback loop shows employees that feedback requests aren’t just empty attempts at engagement. You really care about their opinions and ideas — and are willing to take action on them. This helps to engage employees with these types of communications going forward.
Tailor your communications
If all employees get all internal communications, they start to switch off. When your audience knows that only a small proportion of employee communications apply to them, they stop taking the time to read them.
That’s why another internal communication best practice is personalization. Using digital internal communication tools you can segment your audience based on their role, department, location, and tenure. You can then tailor content to each segment of your audience so everything they receive is relevant.
Your warehouse team sees different messages to the staff in HQ. Managers receive different comms to new hires. Employees in each of the regions you cover only see content relevant to their location.
With an intranet or app, you can also personalize employee dashboards, making them applicable to different roles and departments, putting the most important content front and center.
Celebrate achievements and milestones
Recognition is an integral part of any good employee communication plan. That’s because praise makes employees feel valued — and because other employees love to get behind a co-worker who’s done a great job.
Whether you’re celebrating the completion of a project, a birthday, or a work anniversary, you’re engaging your workforce. You’re creating a sense of accomplishment, belonging, and motivation. This can make a huge difference to your business.
A recent Gallup and Workhuman recognition report revealed that, by making recognition an important part of company culture, a 10,000-person organization can save up to $16.1 million a year in reduced employee turnover costs.
The easiest way to give company-wide recognition is via a dedicated recognition program across your digital communication channels. This type of program helps you build recognition into the fabric of your organization.
It makes manager-employee and peer-to-peer recognition incredibly easy, so it becomes a regular occurrence. A digital solution also ensures that frontline employees — who don’t get a lot of face-to-face time with managers or co-workers — get the same level of appreciation as their office-based peers.
Be consistent
The best employee communications are consistent. They stick to a reliable schedule and they demonstrate a similar tone and style.
This consistency ensures that employees come to trust and rely on your internal communications. They know when and where to expect key messages and feel kept in the loop. So they’re more likely to engage with what you have to say.
Here’s how you can make your comms more consistent:
Use an internal communications calendar. Plan your comms for each month, including a mix of formal and informal company content.
Provide clear guidelines and templates. That way all members of staff can deliver communications with the same style and tone.
Use automation tools. A feature like Blink’s Employee Journeys allows you to create automated content paths. This ensures that all employees receive essential comms at key milestones — for example, during onboarding or after a year of service.
Create engaging content
We all know from browsing social media that multimedia content catches the eye. An original photograph, an infographic, or a video is much more likely to grab our attention than plain, old text. So make these multimedia elements part of your internal communication plan.
Also, include a variety of content on your communication channels. That means need-to-know company updates along with snaps from your latest social event. Informal content helps to amplify company culture and create a sense of belonging.
Stories are also engaging. So post a real-life story about a customer your company has helped — or about one of the causes your organization supports.
When planning internal communications, think about what matters to your employees, too. They might like a reminder of the training and development opportunities, wellbeing resources, or benefits you offer. FAQs come in handy for new hires.
You could also take inspiration from the Tesco supermarket chain, by creating personalized videos to support employees with financial planning.
Encourage leadership involvement
When leaders communicate transparently with their workforce, it creates trust and builds engagement. It also sets a great example. Employees are more likely to be active on communication channels if their leaders are showing up there, too.
Employees also care what their leaders have to say. 36% say that they’d like to hear from their leaders more often.
So encourage leaders to get involved on the company news feed. Schedule a bi-weekly post from the CEO. Or plan an online Q&A session, where employees can ask leaders their burning questions.
Create connection
Employees who feel that they belong within an organization are 5.3 times more likely to feel empowered to do their best work.
So use your communication channels to reinforce a positive and inclusive company culture — and make peer-to-peer connection part of your employee communication plan.
Frontline employees — and those who work remotely — have much less opportunity to collaborate and build workplace friendships. So ensure that employees have company communication channels suited to informal conversation.
Salesforce has made peer-to-peer connection and inclusivity a priority. They’ve created equality groups where employees with a shared interest, background, or identity can come together to champion their needs in the workplace.
However you choose to do it, be sure to make connection part of your internal communication plan. By giving co-workers the tools they need to support one another, share useful insights, and build workplace friendships, you create a more engaging workplace.
Leverage technology
Internal communication tools make comms and employee engagement much easier. With the right all-in-one platform, you create a company hub, which becomes the go-to place for the latest company news.
Using this platform, you can post communications that are easy for employees to find and search. You can create multi-media content to engage employees. You can recognize hard work, launch polls, and automate content so it reaches the right people at the right time.
Through integrations, you support employee engagement beyond comms. Employees are only ever a click or tap away from learning and development programs, wellbeing resources, and self-serve HR tools — like vacation booking and shift scheduling.
Technology helps you measure the success of your internal communication plan, too. A communication tool with in-built analytics can tell you how employees are interacting with your comms.
Metrics like message open rates, post likes, response time, profile completion, and communication tool adoption build a picture of what is and isn’t working when it comes to your internal communication strategy.
You can then use your findings to make data-backed improvements, finding new and more effective ways to engage employees with your internal communications going forward.
Using an employee app for internal communication plan success
Creating and executing a successful internal communication plan is easier when you use the right technology. A great tech tool is essential if you have hard-to-reach employees working on the frontlines of your company.
Frontline employees don’t spend a lot of time in the office nor do they have easy access to a computer or company email account. That’s why — if even a small proportion of your employees work away from a desk — you need mobile-first internal communication tools, accessible via smartphone.
An employee app fits this description. It brings communication channels to the palm of every employee.
Workers can catch up with company news during a break or check their shift schedule from home. They get to chat with co-workers and feel part of company culture in a way that simply isn’t possible if your organization still relies on emails or a desktop-based intranet.
Here at Blink, our employee app comes with a company news feed, 1:1, and group chat. It has tools for surveys and employee recognition.
Your employees also get access to a content library and a digital hub — where it’s easy to access other workplace software. Your comms team gets automation and analytics features that help them hone your internal communication plan.
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