The case for building internal comms early (& why we started at 60 employees)
At Workshop, we’ve made a conscious decision to invest in internal communications—even with a team of just 60 employees. While some might think it’s too early for a dedicated communications role at this size, we felt it was exactly the right time. As a company that helps others communicate effectively, it only makes sense that we’re leading by example. We want to not only build best-in-class internal communications for our team but also show others how to do it well from the very beginning.
In my role as VP of Marketing at Workshop, I’ve had countless conversations with internal communicators across various industries. Over the years, I’ve also been involved in handling internal communications at different companies. What I’ve learned is that most organizations bring in internal comms far, far, FAR too late. They tend to hire when things are already broken—when there’s confusion, frustration, and a mess to untangle. These internal communicators are often handed a complex web of problems and are expected to fix it all with minimal resources and stitched-together software that was never built for internal communications (like Mailchimp or a buggy Outlook plugin). The result? They’re stuck putting out fires and spending time asking for permission rather than building something truly strategic and sustainable.
For us, the idea of hiring a full-time internal communicator early on was fascinating. We wanted someone who could set the foundation, create a proactive strategy, and avoid the pitfalls that so many companies face by waiting too long. Bringing in a dedicated internal communications role has allowed us to build this function right from the start.
After a robust interview process, we were thrilled to hire Devin Owens as our very first internal communications hire (connect with her on LinkedIn here!). Within just the first 30 days, Devin has launched an internal podcast, conducted an internal communications survey, and led cross-department listening sessions to better understand how we can improve communication across the company. She’s sending internal communications emails directly out of Workshop and tracking all of our departmental updates, all-hands recaps, event emails, and weekly letters from the CEO. Already, we’re seeing the power of what happens when internal communicators are supported, resourced, and trusted, and it’s everything we could have hoped it would be. Devin has the autonomy and ability to create thoughtful, creative, and impactful strategies that uplift the entire organization.
Building out internal comms before there’s a crisis or even hundreds of employees has allowed me to thoughtfully collaborate with colleagues in HR, Employee Experience, and beyond. Today, we’re able to innovate, collect employee sentiment and build out processes. Proving that when we see internal comms as a company wide priority it leaves little room for it to become a problem down the road!”
– Devin Owens, Internal Comms Manager
Another reason we invested in this role has to do with our company values. One of our core values is to “communicate with intent.” As we’ve grown, we’ve maintained strong, transparent communication across leadership and teams, but we noticed that things were beginning to slip through the cracks. We were hitting a scale where decisions and initiatives were being lost or misunderstood, and it was clear that we needed to walk the walk. We needed someone whose primary focus was ensuring we lived and breathed our values of clear, intentional communication every single day. Devin has taken that on with incredible energy, and we’re already seeing the benefits of having someone truly own this value.
For companies thinking about when to hire an internal communicator, I’d offer a few key insights. The most common question I get is: When is the right time to hire someone in this role? From my experience, the answer is usually “earlier than you think.” So often, internal communicators are hired as a reactive measure, brought in to fix a communications system that’s already broken. But the ideal time to hire is when you start hearing things like, “I didn’t know about that,” or, “I’m feeling out of the loop.” When decisions start getting lost in the shuffle, when employees feel like decisions are being made behind closed doors, or when major initiatives aren’t clearly communicated internally—that’s when you need to bring someone in. At that point, it’s not just about the size of your organization. It’s about making sure your people are aligned and engaged.
While we hired for this role at 60 employees, your situation might be different depending on your team’s structure, whether you have frontline employees, and a huge variety of other factors. But I would argue that if you have over 250 employees, it becomes incredibly difficult to scale effectively without someone dedicated to internal communication.
Prioritizing internal communications early isn’t just a strategy—it’s the foundation of a cohesive, motivated team. When CEOs invest in clear, consistent messaging from the start, they cultivate a culture of transparency and trust that scales with the company.
– Rick Knudtson, CEO
Another common question we hear is: Which department should internal communications report to? For us, the answer was clear: marketing. Communication is at the heart of any brand, and I believe that marketing and internal communications are deeply intertwined. In fact, I see many of the best practices from marketing—clear messaging, thoughtful campaigns, and audience engagement—as critical to successful internal communications. Marketing departments are often filled with creative resources, which can be a huge asset to internal comms, but many marketers don’t yet realize the power of investing in communication within their own organizations.
Across the industry, there’s no one-size-fits-all answer to which department should own internal communications. From my conversations with internal communicators, I’ve seen these roles report to HR, the CEO, marketing, and even stand-alone communication departments. While there’s no consensus, I don’t believe the debate over which department owns it is the most important question. What matters is that internal communications is prioritized and resourced, no matter where it reports!
For us, integrating internal communications into marketing made perfect sense. We saw it as a key part of our brand and something that required the skills marketers excel at. I also believe that when marketing and internal communications work in harmony, the results can be truly powerful. Internal communication isn’t just about keeping people informed—it’s about inspiring them, ensuring they’re aligned with the company’s vision, and making them feel like they’re a part of something bigger.
When employees hear about major initiatives before the public does, when they feel like they’re in the loop and their voices matter, they become brand ambassadors. This creates a halo effect that extends beyond the walls of the company, energizing the entire company and amplifying the impact of external marketing efforts. Employees who feel valued and informed are not only more engaged—they’re also more excited to share the company’s story. And all of this doesn’t require a huge budget; it requires intentional time and effort.
In the end, I firmly believe that investing in internal communications isn’t just about fixing problems. It’s about proactively building something that empowers your team, strengthens your brand, and sets the stage for long-term success!
Considering your first full-time internal comms hire? Here are a few internal communications job descriptions to use as a baseline, and a 30/60/90 day-plan for their first few months in the role!
