Rethinking Internal Communications: Why Your Reporting Line Matters and Its Impact on Effectiveness.
Yazan Radaideh
PR & Communications Strategist | Storyteller Elevating Brand Visibility & Reputation | Media Relations Expert | Crisis Management Leader | Driving Impactful Narratives for 10+ Years
Hey there, fellow comms pro! ??
The Hidden Power of Reporting Lines
Internal Communications (IC) often plays second fiddle to its flashier counterpart, external communications. Yet, the effectiveness of IC is the backbone of organizational cohesion, employee engagement, and even crisis resilience.
But here’s the catch: Where your internal communications function sits on the organizational chart may matter more than the content of your messages themselves.
For decades, companies have treated IC as an afterthought, relegating it to HR, Marketing, or even Operations. But as workplaces evolve into hybrid models, and employees demand transparency and purpose, the reporting line of IC has emerged as a critical lever for success.
In this article, we’ll dissect why the traditional placement of IC is outdated, explore the consequences of misalignment, and propose a bold new framework to position IC as a strategic powerhouse.
The Traditional Models: Where IC Usually Reports (and Why They Fail)
Most organizations default to one of three reporting structures for internal communications:
While these models have historical roots, they often silo IC into narrow roles, limiting its strategic impact. For example:
The Result? Fragmented messaging, disengaged employees, and a reactive (rather than proactive) approach to crises.
The Case for Centralizing IC Under Strategic Leadership
To unlock IC’s full potential, it must report directly to a senior leader with a holistic view of the organization’s goals—ideally the CEO, Chief Communications Officer (CCO), or a dedicated Chief Internal Communications Officer. Here’s why:
1. IC as a Strategic Partner, Not a Support Function
When IC sits at the leadership table, it shapes—rather than merely conveys—organizational strategy. Example:
2. Breaking Down Silos
IC teams buried in HR or Marketing often lack visibility into cross-functional priorities. Centralized IC can bridge gaps between departments, ensuring messages about sustainability, innovation, or DEI are consistent and actionable.
3. Crisis Readiness
During the 2020 pandemic, companies with IC under the CCO or CEO responded faster to remote work challenges. They integrated IC with crisis comms, legal, and IT teams to deliver clear, unified guidance.
Case Studies: The Good, the Bad, and the Transformative
Overcoming Barriers to Change
Reshuffling reporting lines isn’t easy. Common objections include:
A Framework for the Future: The “Hub-and-Spoke” Model
As a thought leader, I propose a hybrid structure:
This model balances central oversight with departmental nuance, empowering IC to act as both advisor and orchestrator.
Actionable Steps to Audit Your IC Reporting Line
Conclusion: Elevate IC—or Risk Irrelevance
The future of work demands internal communications that are agile, authentic, and integral to decision-making. By rethinking where IC sits, we transform it from a megaphone to a magnet—pulling people toward a shared vision.
As communicators, our mandate is clear: Advocate for a seat at the leadership table. Because when internal communications thrives, organizations don’t just survive—they thrive.
Is your IC team positioned for impact? Audit your reporting line this quarter and share your insights. Let’s champion a new era of strategic internal communications together.
Personal Assistant at Telecom New Zealand
1 周This subject matter is so strategically important to the smooth running of any organisation. It's function is all encompassing and includes: ? Corporate Communications both external and internal; ? Reports directly to the CEO; and ? Sits on the leadership team. Alongside this, there sits another position for a Marketing leader who sits in the same structure .
Freelance writer for brands building better workplaces ??? Creative content about internal communication, change management, productivity, culture & more ?? Also writing my newsletter, Time Intentional ???
1 周I'd love to see more teams shift their reporting lines to support internal comms as a standalone strategic partner. It makes sense and saves everyone time, as there aren't layers of approvals between the C-suite and the ICers. I also love that you mentioned that organizations can start small and leverage existing resources with tight budgets. Some team members, such as an executive assistant, someone in HR, someone in marketing, etc., are likely already supporting IC. They're already doing the work! Ask them if they are interested in IC and give them the training they need to thrive. It can be that simple.
?? Global Internal Communications Expert & Change Catalyst | ?? Driving Engagement, Alignment, Impact and Transformation | ?? Cultivating Business Synergy through Strategic Communications
1 周Where IC sits on the org chart signals how leadership views its role. At Couchbase, IC sits within People/HR, but its impact goes beyond HR—bridging strategy, culture, and business priorities. The key isn’t just where IC reports, but whether it has the influence to shape decisions, not just communicate them.
Managed $115 M in Bookkeeping, Financial Operations | 16+Years of experience | Remote Bookkeeper & Accountant for SMEs | Certified Professional Accountant | Quickbooks Advanced ProAdvisor | Xero Certified | DM me Today
1 周This perfectly highlights how organizational structure shapes communication flow. If reporting lines create blockages, critical insights get lost, and decisions are made in an echo chamber. True influence isn’t about hierarchy—it’s about ensuring the right voices reach the right ears at the right time. Thanks Yazan for sharing this great insight!