Finding its Place: The Conundrum of Internal Communication’s Reporting Structure
Working in internal communication (IC) means you could report to any function within the organization. IC pros in my network have reported to marketing, sales, human resources, finance, a chief of staff, and very rarely their own communication silo. So, why can’t IC seem to find a consistent home in organizations? The reasons for this lack of clear reporting structure can be attributed to several factors:
Diverse objectives—IC serves various objectives, including disseminating information, fostering employee engagement, driving organizational change, promoting collaboration, and enhancing organizational culture. Each of these objectives aligns with different functions within an organization, making it challenging to determine a single reporting structure.
Cross-functional nature—Effective IC requires collaboration and coordination across different departments and functions. It involves sharing information, aligning messages, and facilitating communication between different teams, business units, and levels.
Historical legacy—In some cases, IC’s reporting structure may be a result of historical decisions or ad hoc arrangements. For example, if IC was initially tasked with handling employee newsletters, it might have been placed under the marketing or human resources department. Over time, as IC evolved, organizations might not have revisited or reevaluated its reporting structure.
Varying organizational priorities—Organizations have different priorities and perspectives on the importance of internal communication. Some may view it primarily as a marketing or branding function, while others emphasize its role in supporting employee engagement and alignment with organizational goals. This diversity in organizational priorities can lead to different reporting arrangements.
Lack of awareness—IC is a relatively young discipline, and not all organizations fully recognize its strategic importance (more on that in a previous blog post). As a result, they may not have dedicated resources or a clear reporting structure for IC. This lack of awareness can result in placing it under various departments without a coherent strategy.
The best way to give IC a permanent home is by a creating a function or role that reports directly to senior leadership, such as the CEO or the Chief Communications Officer (CCO). This ensures that IC gets adequate attention, resources, and strategic direction, independent of any specific department. Plus, it puts IC right at the executive counselor level instead of burying it so far down on the org chart that influencing change requires significant managing up.
