Too often, internal comms strategies are built on gut feel and hope. And that’s just not good enough when you’re trying to get investment and often buy-in to the changes you know need to happen.
I was with a client recently, helping them figure out what’s really going on in their business – and as always, we started with the data. Not just stats for the sake of it, but meaningful insight that told the story of their channels and content.
Because here’s the truth: if you want to move from chaos to calm, you need more than good intentions – you need evidence.
As I explore in my first bestselling book Influential Internal Communication, the journey from chaos to calm begins with something surprisingly simple yet often overlooked: data.
But not just any data. The right data, analysed correctly, transformed into actionable insights. Let’s look into the importance of data in effective internal communication strategies…
Drowning in data, starving for insight
Let’s be honest — most organisations are swimming in data but have no clue what it’s actually telling them. In my work, I’ve encountered teams and leaders who admit “we have enough data in our organisation, we just don’t know what to do with it when it comes to communication and employee experience.”
And when we don’t know what to do with all that info, we guess, we assume. We launch communication plans that don’t clearly define what success looks like and we struggle to measure effectiveness – then we wonder why engagement’s still low.
Why the annual survey isn’t enough
While the employee engagement survey has become the go-to method for gathering organisational intelligence since its pioneering by J David Houser in the 1920s, it’s rarely enough on its own. I still it standalone without any follow up but this is why it doesn’t quite work:
- Surveys can miss key issues if the right questions aren’t asked
- Context matters significantly but is often overlooked
- Sample bias can skew results
- The data is inherently backward-looking
You don’t need to ditch the survey, you just can’t treat it like it’s the full story. It’s one puzzle piece, not the whole picture.
Build a real-world diagnostic toolkit
In developing the Field Model framework, I’ve found that combining different data sources creates the richest insights. So if you’re looking at gathering data and insight, this is the guide I suggest to diagnose things effectively:
1. Listening interviews
Nothing beats active listening. One-on-one conversations with employees across various levels provide qualitative insights that surveys can’t capture. When conducting these:
- Create a safe, comfortable environment
- Take notes or record (with permission)
- Pay attention to language, tone, and body language
- Allow time between interviews to process what you’ve heard
- Look for patterns across multiple conversations
2. Focus groups
When used thoughtfully, focus groups can validate survey findings and explore nuances. For maximum effectiveness:
- Keep groups to around 10 people
- Consider having two facilitators to capture all feedback
- Give people concrete choices rather than abstract questions
- Be aware that gut reactions can’t always be rationalised
3. Specialised surveys
Beyond general engagement, consider targeted surveys focusing on:
- Communication audit (exploring channel preferences and content relevance)
- Culture tracker (measuring specific change objectives)
- Leadership effectiveness (gathering insights on communication style and impact)
4. Quick polls
For fast, regular feedback, polls can be invaluable if:
- They’re incorporated into a regular communication cadence
- Questions are thoughtfully designed
- Results are acted upon visibly
- They’re contextualised with other data
How to turn raw data into smart strategy
Having collected data through various methods, the real work begins: turning numbers and comments into actionable insights.
Check for bias
Be mindful of the three bias types that can skew your interpretation:
- Sampling bias – Are you hearing from a representative cross-section?
- Collection bias – Are incentives or methods influencing responses?
- Interpretation bias – Are personal experiences colouring your analysis?
As I note in my book, “Incentives are different from rewards. Reward is preferable because you can be rewarded for taking part – the difference is subtle but I can reward you for taking part at the end of a survey and you’re not expecting it – that won’t create a bias because it’s not linked to the motivation to complete the survey.”
Look for patterns across sources
The most powerful insights often emerge when you triangulate between different data sources. When you see the same theme appear in surveys, interviews, and focus groups, you’ve likely hit on something significant. This is important as it’s easy to get stuck on one individual experience but that doesn’t make it a broad theme.
Connect to business intelligence
Data doesn’t exist in a vacuum. Connect your communication findings to broader organisational intelligence:
- Process documentation
- Financial reports
- Software and systems used
- Operational workflows
This connection allows you to identify where communication breakdowns are impacting business performance.
Creating an insight-based strategy
With a clear picture of what’s really happening, you can develop an internal communication strategy grounded in evidence rather than assumptions. This strategy should include:
- Clear principles aligned to business objectives and backed by data
- Channel matrix that maps content to the right platforms based on audience preferences
- Content strategy that addresses identified gaps and pain points aligned to the strategic priorities for the organisation
- Measurement framework to track impact over time
Keep listening — Don’t set and forget
The most effective internal communication strategies aren’t static. They evolve based on continuous feedback and insight gathering. The Field Model is designed to be cyclical, not linear – you’ll constantly revisit understanding, diagnosing, and fixing as your organisation evolves.
Turning insight into action
Data without action is just numbers. The true value of insights comes from how they transform your approach. As you develop your internal communication strategy, ensure each element directly addresses an identified need or opportunity from your diagnostic work.
Even during major disruptions like COVID-19, measurement remains crucial. In times of crisis it’s easy to stop any kind of data gathering, but that’s not always the case… The choice is between measuring and not measuring, and right now, in a crisis, measurement and feedback are very important.
In today’s complex organisations, the path from chaos to calm requires a clear understanding of what’s actually happening beneath the surface. By investing in robust diagnostic approaches and transforming data into insights, you can create an internal communication strategy that truly addresses the needs of your organisation and the people within it.
We have to move beyond treating symptoms. You’re taking action linked to facts and data that will allow you to measure and move forwards… If you delve into the cause of the headache, the treatment would be different. This is the same for organisations.
If you’d like some help exploring your measurement strategy or how to turn your data into insights, get in touch at info@redefiningcomms.com
