Human Resources and Internal Comms: The Winning Partnership

Have you ever been invited to a meeting for an important launch, major project or a vital initiative, only to be asked to write a memo? Even joining one month earlier would help realize a strategic communications plan that takes into consideration all stakeholders, sequencing, the right messages and a steady drumbeat of tactics to help achieve goals. In today’s fast-paced business environment, proactive collaboration between teams can make all the difference in ensuring successful outcomes.

In the case of a nascent leadership development program, members of the learning and development team consulted with the communications team as they were designing the program. This collaboration ensured that the program aligned with the company’s leadership principles ­— a set of behaviors and expectations for leaders, that, when modeled, would help managers lead according to the stated culture. One challenge the company faced was the mix of in-person, remote and hybrid leaders.

Launching a leadership development program with this kind of mix would demand enthusiasm, skilled facilitators and strategic communications planning and execution. Key success anchors included proper planning, early collaboration and agreed upon goals. These elements were achievable through relationships built on value, trust and respect.

In response, the program’s launch featured a virtual kick-off meeting with members of the C-suite emphasizing the importance of participation. Following that were twice monthly live sessions that focused on a different leadership principle. Each included a breakout where leaders collaborated to problem solve the leadership principle. One goal of the breakouts was for participants to walk away with practical ideas they could apply in their leadership roles. Other goals were to provide opportunities for networking across the company’s 20 plus locations and to break down silos among business units.

From print and digital materials to personalized video messages, the marketing and communications tools developed by the team fostered an inviting and collaborative environment. Team members felt like they were in the same room together, contributing to the success of the program, which garnered positive results for the organization.

At the end of the year, 82% of participants found the training sessions very relevant or extremely relevant, and 68% of participants valued the networking opportunities from breakout sessions. The program contributed to a 5% increase in employee engagement within a year.

This leadership development program exemplifies the benefits of leveraging functional expertise with strategic communication. Its success resulted from a trusted relationship with business partners who recognize the value of internal communications in achieving organizational goals.

Rebecca Gay, senior vice president of HR at Corvias, said, “As an HR leader, I rely on our communications team to be my strategic thought partner. They help me think differently, broaden my perspective and have a depth of experience that I don’t. They help my team connect every employee’s journey to the company’s mission, values and goals through consistent messaging focused on driving employee engagement.”

When collaborating with HR, getting to a place where leaders place value on communications happens when you...

Understand Their Business: HR is often the primary customer of internal communications, so it’s important to demonstrate your understanding of their key functions. These functions include benefits administration, training, employee relations, employee engagement, recruiting, compliance and more.

Demonstrate Discretion: Supporting the HR department often involves handling sensitive information, requiring tact and sound judgment to maintain confidentiality.

Serve as a Resource: Volunteer for tasks outside your job description, participate in test groups or co-lead projects with HR colleagues.

Acknowledge HR’s Role: Recognize that HR does more than payroll, just as communications does more than wordsmith or make things look pretty.

Add Value: Instead of merely correcting grammar, offer broader recommendations and align communication goals with HR objectives.

Engage and Strategize Early: Communicators should use regular, ongoing interactions with HR to proactively recommend strategies for success. Don’t wait to be told a tactic.

Promote Employee Engagement: True engagement occurs when employees understand their role in the company’s success, feel heard and appreciated, are well-informed and feel connected to colleagues. Achieving this requires effective leadership development.

To get started, ask to be included in regular meetings. It can be an annual team meeting or monthly meetings. Alternatively, you can invite team leaders to meet on a regular cadence, ensuring an agenda is in place. Make sure to maintain a calendar of other enterprise initiatives that can be shared for mutual understanding of upcoming projects impacting employees. You can also align one or more of your goals in support of the department’s goal(s) and share information that could benefit the department.

This approach to partnership with internal departments can be applied across the organization. Taking these steps will help you establish yourself as a valued, authentic and essential business partner.