2025 has been crowned the ‘Year of Constant Change’ in the latest Gallagher State of the Sector report on employee comms.
This is the 17th year of the report which polls 2,000 comms and HR professionals globally to give a slice of their day-to-day reality. In addition, more than 60 communicators took part in further discussion to add a deeper dimension to the data.
Each year is given a different ‘title’ and change is a visible red thread through this year’s report.
The report focuses on the strategic, advisory and supporting influence of communications practitioners and covers a great wealth of topics from people manager comms, to managing our time, to looking into what could be our niche with AI; to performance KPIs.
As you’d expect, it’s data and fact rich. So, reflecting on the 40+ page report, I wanted to highlight what particularly stood out as my personal top three priorities:
#1. Change comms is bleeding into our business-as-usual communications as communicators juggle ongoing transformation, new strategies and changing operating models. Battling organisational and employee change fatigue is a new entry in the ‘top five most impactful barriers to success’ this year. Employees are tired of endless change. A quote from one respondent is: “It’s gone beyond fatigue. It’s change exhaustion, disconnection, denial.” And this means that leadership visibility is even more important for maintaining engagement and productivity during times of transformation. Without clarity of direction or visibility of leadership, change fatigue presents a risk to businesses and could lead to lost productivity and engagement during times of transformation.
#2. We have to build and nurture our relationships across the business – they’re crucial to our impact and success. The report says that many communicators enter organisations believing that hard work, dedication and a willingness to help will lead to success. It won’t. It might indicate that you’re needed but doesn’t necessarily mean that you’re positioned for value or for growth, so building relationships is vital. This includes the criticality of C-suite relationships and the need to be highly visible at a time that is convenient and meaningful to leaders. The onus is always on us to put in the work to maintain this relationship. A key value of our role is in giving honest feedback, presenting insight and data as ‘what employees are saying’ as this makes us prized by leadership, and influential.
Our other stakeholder relationships also matter. Connectedness helps or hinders our positioning as a critical business function. It turns out we tend to have positive relationships with HR and the C-suite but other relationships, less so. Comms teams interact least with investor relations, product management and sales and have more ‘obstructive’ relationships with IT, purchasing/procurement and sales.
The success of IC is intertwined with multiple teams and functions through shared goals and success proof points, so these goals are an incentive to prioritise the building of relationships across all areas, meaningfully and frequently.
#3. The purpose of communications vs the perception paradox
I’ve often described internal communications as being like an amoeba. We can shapeshift and have the flexibility of free movement which gives us a fantastic opportunity within organisations to be effective across the business and for the business.
This year’s report also reflects on this ‘superpower’. Unlike other departments with universally understood roles, such as Finance or Procurement, the purpose of IC shifts from business to business – as does our interaction with other parts of the organisation
This flexibility can be an asset, allowing IC to adapt to business needs. Some communicators are also empowered to determine and articulate their own purpose. But this self-determination may make it harder for a business to regard communications as an indispensable function. Without a purpose directive from the top, without clear KPIs to prove impact and value, and without a crystal-clear purpose that supports business outcomes, then the unique value of communications risks being underestimated.
The survey asked ‘what’s the purpose of IC in 2025?’ and number one is strategic alignment (creating clarity around company purpose and vision) with the runner-up being culture and belonging (fostering an inclusive culture where employees feel valued).
#4. Collect, synthesise and leverage data that connects to the business impact and value of communications. When you have a clear purpose, it’s easier to be clear on the metrics that matter most to your organisation and measure how you contribute and deliver against these.
The report lists the top five metrics that communicators and their organisations are tracking which includes employee engagement – 71%; workforce size – 47%; and then employee turnover/attrition/retention. These metrics also support better and more influential conversations with leadership. One respondent said: “You can have the conversations with leaders because you have built the networks, connections, trust, relationships – but always come armed with data to prove your point and create a layer of credibility.”
These are all covered on the suggested ‘To Do’ list, but finally, there’s also some advice that, even though it is directed at up-and-coming communicators, I feel is relevant and required, no matter what your level of experience or skills.
It comes from the ‘advice to your younger selves’ and the key themes are:
- Be bold and own your own journey – believe in yourself, speak up and take the initiative
- Stay curious and keep growing – cultivate a curious mindset, ask questions and never stop learning, keep up with trends
- Think strategically then act purposefully – ground your work in strategy by aligning with business goals, understanding your audience and focusing on outcomes
- Embrace change and stay adaptable – that’s where growth happens
- Grow through connections – relationships are the foundation of success, invest time in building them.
