What makes an internal communications campaign trusted?

A trusted internal communications campaign creates transparent dialogue between leaders and employees, listens to employee needs, and follows communication with visible action. It gives people a voice, keeps them updated on what is and is not working, and reinforces the behaviours needed for change. During major moments such as a rebrand, coordinated and inclusive delivery can help employees feel part of the outcome.

Build trust through dialogue and action

Internal communications builds trust when it creates an open, two-way relationship between leaders and employees. Leaders need to listen to colleagues across the business, give people an equal voice, and use what they learn to shape workplace decisions. This is particularly important when working patterns or organisational expectations are changing, because employees need clarity about what will happen and how change will be delivered.

Trust also depends on follow-through. Keep employees informed about what is working and what is not, remain open to adapting plans, and move forward together. Clear objectives, recognition for progress, and leaders who model the expected behaviours can build confidence and commitment. Regularly reinforcing the message helps establish new cultural norms, while authentic communication makes it easier for people to raise concerns and contribute their views.

Sources: How internal comms leaders can help firms reap the rewards of flexible working

Make employees part of a rebrand launch

A rebrand can become an internal communications campaign when employees are included in the work and receive a coherent introduction to the new identity. For First Names Group, employee and stakeholder interviews established that the business was defined by its people and the confidence and trust they created. The resulting brand used the actual first names of employees and photography of its locations, connecting the identity to people, heritage, and local communities.

The launch was coordinated so employees learned about the new brand at the same time. Their first exposure was a short film featuring employees, shown in local cinemas. Business cards, launch packs, and office environments then carried the new identity. Engaging stakeholders across locations throughout the process helped ensure that, by the reveal, staff felt involved and excited rather than simply informed.

Sources: First Names Group: total rebrand

Use campaigns to address difficult workplace subjects

Internal communications can help make difficult workplace subjects more visible and discussable, but it should support wider action rather than act as a complete solution. In mental health communications, trained people can offer an approachable point of contact for employees who may find speaking directly to a manager or HR too formal. Sharing mental health knowledge can also increase awareness across the organisation.

Campaigns can give employees a voice in this work. IBM was supported with an internal campaign in which IBMers made pledges to their community to support and uphold one another. Employee benefits, dedicated support services, and mental health first aid can all signal that mental health can be discussed openly. However, mental health first aid should be part of a broader package of support, not treated as the sole response to employee wellbeing.

Sources: Not a debate: mental health support at work is imperative

FAQs

What makes staff trust messages during a rebrand?

Staff are more likely to trust rebrand messages when they are involved before the launch, represented in the new identity where appropriate, and informed through a coordinated reveal. First Names Group engaged employees and stakeholders across its locations, then introduced the new brand to employees at the same time through a film, launch materials, and office branding. This approach helped employees feel part of the process and the outcome.

Which hard subjects belong in an internal communications campaign?

Internal communications can address hard subjects such as changing ways of working and mental health, especially where employees need clarity, support, and a voice. Communication should acknowledge individual needs, explain what is changing, and create space for employees to raise concerns. For mental health, a campaign can help reduce taboos, but it should sit alongside practical support rather than replace it.

When should an internal communications campaign end?

An internal communications campaign can end after its planned activation period has run and its supporting content has been delivered. In the Wimbledon work for IBM and AELTC, supporting materials were produced alongside campaign content, and the campaign itself ran for two weeks. The appropriate end point depends on the campaign's defined purpose and schedule.

How do I plan an internal communications campaign?

Plan the campaign around employee insight, clear communication, and consistent delivery across the organisation.

  1. Listen to employees

    Start by gathering employee views about their needs, concerns, and expectations of change. Use those insights to shape the communication approach and give people a meaningful voice in the process. Treat different working circumstances as personal rather than assuming one message or arrangement fits everyone.

  2. Define the message and support

    Set clear objectives and explain what is changing, what is working, and what remains uncertain. Pair communication with practical support, especially for sensitive subjects such as mental health or changing work patterns. Encourage leaders to model the behaviours the campaign asks employees to adopt.

  3. Coordinate the launch

    Deliver the campaign consistently across locations and channels so employees receive a clear, shared experience. Use supporting materials that help people understand, discuss, or act on the message. Keep communication open after launch, recognise progress, and adapt in response to employee feedback.

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