Internal Communication Statistics to Present at your Next Board Meeting

Beyond providing essential information to employees and keeping the workforce aligned to company goals, internal communication tools provide statistics that inform the leadership of the state of their workforce. Read on to find out what key stats informal communicators gather to drive important decisions on a board level.

September 21, 2022 By Ravijojla Novakovic Share on Twitter! Share on Facebook! Share on LinkedIn!


To view internal communication as a separate entity, distinct from company interests is a major flaw and a costly affair. Internal communicators connect employees with the leadership and bridge the gap between departments. The data internal communicators collect is breathtakingly useful, and to fail to utilize these is another major misstep. 

Numerous research appoints us to conclude that business performance is inherently linked to effective internal communication strategy and its execution. Some of the most striking numbers come from McKinsey and Company, whose researchers identified a 20-30% boost in employee productivity for organizations with good communication practices. 

With the rise of the employee experience era and advancements in HR tech, companies have more metrics to measure than ever. It’s a skilled effort: navigating among the many factors that impact a company’s strategy and arriving at actionable insights. Internal communicators consider both tangible and intangible KPI’s such as employee trust, engagement, turnover, attrition, open rates, company culture, customer satisfaction and many more. 

The challenge remains: what KPI’s to track and how to present them to the board to ensure leaders make informed decisions? Read on to find out the business value of internal communications and what statistics and metrics you can always rely on to address the KPI’s that matter for your organization. 

➡️ Get your internal communication content to the next level, read this to get inspired. 

Key Statistics to Present at Your Next Board Meeting

Internal communicators don’t only send out information, but measure and calibrate messaging strategies to improve overall communication in the company. They gather data on creating the most personalized and targeted messages that reach the intended audience, and enable employees to perform some action that best serves the company’s short and long-term goals. 

The board is usually not very interested in the details of what type of graphic images are most likely to produce a more positive reaction. However, this is something internal communicators will need to track. The board expects to see how internal communications serve the company’s goals, how it impacts the organization’s health, culture and workforce, and keeps the bottom line in mind. 

What follows is a curated list of statistics that inform the leadership of the workforce’s pulse. It is important to note that selecting the optimal KPI’s for your organization depends on several internal and external factors. For example, if your company is going through a restructuring, merger or acquisition, you will look at at commitment, trust, and corporate culture statistics.  

These statistics and metrics are easily provided by any better internal communication tool that is already integrated with the core HRIS. The integration is essential as some statistics are unavailable to communicators who depend on disconnected tools. 

➡️  Why connect your internal communication solution with HRIS? Read this to be convinced.

Employee Engagement

The difference in attitude between an engaged and a disengaged employee is significant. 

Hence, more and more companies have started to approach employee engagement as a business strategy. Concepts such as employee experience, employee journey, Moments that Matter and similar correspond to this. 

Plenty of research suggests that employee engagement is your nr. 1 metric to watch. SHRM informes that engaged employees lead to better customer experience, increased sales, higher profit, help to retain talent, causing an avalanche of goodness for a company’s overall health.

Gallup’s report reveals that companies with engaged employees have 98% greater customer satisfaction and 50% higher customer loyalty than ones with disengaged employees. Not to forget: the global loss in productivity of disengaged employees costs companies about 7 trillion. 

With all the benefits of engaging employees confirmed numerous times, Gallup’s report from 2022 reveals that 65% of the US workforce is still not engaged.  

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Quiet Quitting and Disengagement – Two Sides of the Same Coin?

The term that gets a lot of traction nowadays is Quiet Quitting. The term is essentially a new name for an old behavior: disengagement and absenteeism. The Quiet Quitters may not quit immediately, but will continue to work and provide a minimum amount of value their role requires. Sometimes, even less.

There are situations in which Quiet Quitting is a response to sub-par working conditions or a toxic, non-inclusive corporate culture. Quiet Quitting is the employees’ way of saying that they will not provide any more value than the bare minimum if they do not feel valued. Some professionals see it as a ‘cry for help’ of employees on the verge of burnout.

Either way, quitting, or the state of being substantially disengaged, is no good news for the company nor the disgruntled employees. Even though you may not be able to influence all the factors causing disengagement, internal communicators can suggest strategies targeting specific pain-points depending on the engagement and disengagement data.

Getting engagement data from an internal communications tool

Engaged employees will generally visit the company’s internal communications channel more often. Internal communicators can easily pull the engagement statistics from within the internal communication tool. Standard reports will include data such as email delivery, open rates, frequency of interaction with company communication on individual or team levels, number of unique visitors, delivery across different devices, time spent on the communication, link clicks, and so on.

Communicators can also provide insight to leaders from aggregate reports: the comparison of how employees behave now vs. then – this data can help to predict the trend in employees’ behavior. This way, risks can be addressed before it gets too late.

➡️ Internal communications that engage your workforce? Have a look to see how.

Employee Commitment (or Organization Commitment)

While the differences between employee engagement and commitment are subtle, they are meaningful.

Employee commitment refers to the attachment level of an employee towards a company. These employees support the company, trust their employers and are more likely to stay at a company longer.

A merely committed employee will be a great brand ambassador, but may not necessarily excel in their role with as much vigor as an engaged employee.

In turn, an engaged employee will soon thrive in their role, but may not necessarily go out of their way to support a company’s goals. Engaged employees are passionate about their role and want to be masters of their craft.

Ideally, a company thrives with its employees both engaged and committed, because that’s the intersection where high-quality work happens.

Tracking the level of engagement and commitment helps forecast how long an employee is likely to stay at a company, and define the risk areas companies wish to avoid (disengaged workforce can be re-engaged, and non-committed employees require a different kind of approach).

An internal communicator may send out various surveys to determine engagement, job satisfaction, trust and commitment to the company’s goals. With data collected from these targeted surveys, the leadership may want to implement changes in order to influence employees where they can – and save time and money on replacing a competent workforce.

Alignment to Company’s Goals

Alignment doesn’t happen without a sustained and targeted effort. Despite the massive amount of emails that go through employee’s inboxes each day, Gallup finds that 74% of employees feel they are missing out on company news.

Even more shocking statistics come from a recent Weber Shandwick study: “only 4 in 10 employees can confidently describe to others what their employer does or what its goals are”.

Imagine your workforce and that many employees not being aligned. What does communication with a customer look like in that case, or how do the employees know what to do when fast decisions must be made and alignment is lacking?

Misalignment is always bad news, but luckily, it’s something you can influence, and this is where companies depend on internal communications. The first step is tracking – but how can alignment be tracked?

One suggestion is to track alignment via the internal comms tools reporting system: checking how closely the employees read company news, did they click the link, did they follow through with the desired action, did they download the new app, or completed the safety course. These data are variables that leaders must factor in when deciding how well the employees are equipped to execute the business strategy.

To measure the workforce’s alignment with company goals, HR uses surveys and employee feedback. To improve response rates, communicators can include quick surveys in their internal communication messages – a question that requires a simple reaction. This is the most immediate way of collecting feedback, and it is less time-consuming and work-interrupting than traditional surveys. In that way, employees can respond to the communicators, informing them whether they understood the communication, found the helpful information, or not.

To sum up, leaders want to know the level of alignment to company goals. Companies with an aligned workforce perform better. Their employees are more autonomous, agile and engaged. Without the essential information, business and employee performance inevitably suffers.

Corporate Culture

Bad corporate culture caused 1 in 5 Americans to quit their jobs, reports SHRM. The turnover prompted an estimated loss of $223 billion. After the Pandemic, the turnover and disengagement only increased, amplifying loss in companies’ revenue, reports Gartner.

When companies actively work on establishing and keeping a good culture, their overall revenue increases: Forbes finds that companies with strong cultures see an increase in revenue growth by 4 times.

Good company culture is safe, inclusive, aligned with company values, and respectful. Therefore, you will look for statistics measuring employee trust, interaction with company communication channels, participation in activities, willingness to refer, Glassdoor ratings, and so on.


Trust is the nr. 1 indicator of good company culture. Leadership needs to be aware of employees’ trust, and internal communicators directly impact the level of trust employees have in an organization.

Relationships are two-sided. If one of you is giving your all, but the other is holding back – this is not a strong foundation for a relationship that could last and yield optimally. In other words, can you expect loyalty if you’re withholding information?

One example in which leadership can use internal communications to strongly impact the level of trust the employees have in the company is during times of restructuring, acquisitions, or any significant changes impacting the company. Those times require a high level of trust if the organization will successfully overcome obstacles and turn them into opportunities.

Most employees worry about the safety of their jobs – and they need to feel safe about their positions in a company in order to give their all. To show its trustworthiness, a company needs to communicate what is going on, even without having all the answers to questions employees need to know. It is vital to keep employees in the loop and include them in the process. Accountability is a huge factor in building trust, too.

Measure trust via surveys and feedback, and include questions that target the level of safety, both physical – depending on the workers’ workspaces, and psychological safety – regarding inclusiveness and tone of language, freedom to learn by not being afraid of failing, to voice opinions without fear of judgment.


Managers are the heralds of company culture, and their influence on employees’ experience largely depends upon how well they can organize their teams to execute companies’ strategies best. Leaders would like to know if there’s any kind of roadblock concerning the managers in a company.

SHRM reports that “76 % of Americans say their manager sets the culture, yet 36% say their manager does not know how to lead a team”.

Internal communicators can bring statistics that inform the leadership of how well the managers drive culture. They can measure interaction in company channels on a team level, and see if there are some noticeable deviations and suggest further investigation. Sometimes it’s applicable to present burnout statistics, get the data from the HCM and check the number of sick-leave days in a team. This is a case when communicators will produce aggregated reports to show changes over time or conduct performance reviews, surveys, or feedback campaigns directly targeting communication in teams.

Employee Advocacy

There is one more, equally important measure of good culture in your company: how likely are your employees to refer to your company or act as brand advocates.

The Glassdoor rating metric is the most straightforward – it features employee company reviews. Since the ratings are anonymous and hosted on a third-party provider, it likely represents the most honest view of the workforce’s pulse.

According to Weber Shandwick, “many employees are out there now defending the reputations of their organizations. Nearly six in 10 (56%) respondents surveyed have either defended their employer to family and friends or in a more public venue — such as on a website, blog, or in a newspaper”.

Engaged, committed, and satisfied employees are companies’ best ambassadors in times of crises. Otherwise, they cannot do this efficiently without alignment facilitated by the internal communications department.


Employee Turnover, Retention, Attrition

Approximately 60-70% of all turnover is voluntary, which is true for most industries, reports Zippia. The good news is that voluntary turnover can be influenced, provided the insight comes from data.

Aggregate long-term reports comparing the state of employee turnover, retention, and attrition over a more extended period can shed light on the culprits and show when and why turnover happens.

Take, for example, employee onboarding. Onboarding is one of the essential Moments that Matter due to its impact on the employee experience and longevity at a company. Research by Brandon Hall Group shows that successful employee onboarding can improve employee retention by 82%.

Internal communicators can measure the successfulness of onboarding with anonymous surveys and interviews that provide data about new-hire satisfaction. You can also pull data regarding voluntary and involuntary turnover of new hires from your company’s core HCM.

Employers can reduce turnover rates by working on engagement if the reason for turnover is not better money and work conditions elsewhere. Research shows that “in organizations with a high turnover rate, an improvement in employee engagement also achieved 24% less turnover.”

Internal communication can track campaigns that aim to inspire certain employee behaviors. When feedback reveals that employees felt confused and didn’t establish trust during the first couple of days of employment, it shows where to review processes and strategically target them.


Internal communicators bring a lot to the table, speaking in terms of data-informed insight that leaders can use.

Niched HR tech tools make it possible for internal communicators to collect data about the effectiveness of their internal communication. This data links internal comms efforts to business efforts, informs and empowers leaders, and impacts the business’s strategic goals. We’ve selected 4 major areas to focus on: engagement, commitment, alignment, and corporate culture.

Employee engagement is the first statistic and metric that matters in internal communications reports. A disengaged workforce can be re-engaged, but it requires a close look at the reasons behind disengagement. Aggregate reports from the internal communication tools – ideally those connected to the core HRIS – will shed light on what may be the culprit of disengagement, misalignment or bad company culture – which internal communicators turn into actionable insight.

Trust is another important statistic to track. Good communication breeds trust and increases workplace safety, employee morale, and productivity. Internal communicators not only directly impact employee trust, but report to the leadership about the level of trust in the company, which can help avoid risks of talent shortage and costly turnover. Finally, use internal communication tools to help you produce reports that target the 4 areas outlined in this blog.