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Whether it’s reorganisation, digital transformation or cultural change, without clear and targeted internal communication, many change processes fail due to a lack of internal acceptance. Employees feel overlooked, uncertain or demotivated. Yet it is precisely the way in which changes are communicated that determines their success or failure.
With the right communication strategy during the change process, employees can not only be informed, but also actively engaged and motivated. Our checklist for change communication provides structured guidance for planning, realizing and evaluating communication measures in change projects in a targeted manner.
Why is change communication crucial?
Change is part of everyday life. Whether it’s rearranging the supermarket or changing players on your favourite team. However, change often causes uncertainty. This is where change management communication, also known as change communication, comes in: it translates strategic decisions into understandable, credible messages and provides guidance during times of change.
Lack of communication or unclear communication quickly leads to rumours, resistance and demotivation. Studies show that the main reason for the failure of change projects is not the strategy, but poor communication. Up to 70% of all change projects fail because of this.
Source: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/successful-transformations
Well-thought-out communication during the change process…
- … creates transparency regarding objectives, background information and effects,
- … promotes trust and employee participation,
- … activates managers as multipliers,
- … and supports realization through continuous feedback.
Particularly in complex or lengthy change processes, communicative support with a clear structure and timing is crucial for sustainable success.
Comparison: Change communication vs. traditional internal communication
Traditional internal communication often focuses on sharing information related to day-to-day business: company news, organisational notices or HR topics. It is usually continuous, stable and relatively free of conflict.
Change communication, on the other hand, operates in a much more sensitive environment: change means uncertainty, resistance and the need to actively build trust. Here, mere information is not enough; rather, it is about orientation, motivation and dialogue.
| Aspect | Traditional internal communication | Change communication |
|---|---|---|
|
Objective |
Information & Transparency |
Orientation, acceptance, motivation |
|
Table of contents |
News, updates, company information |
Reasons for change, effects, prospects |
|
Tonality |
neutral, informative |
Empathetic, dialogue-oriented |
|
Frequency |
regular, predictable |
more intensive, phase-oriented |
|
Role of managers |
information sharing |
active multipliers & change agents |
|
Dialogue & Feedback |
Optional |
Absolutely necessary |
The checklist for change communication
Successful change communication requires structure and clarity. This checklist helps those responsible for the change process to maintain an overview and ensure that all relevant aspects are taken into account.
Step 1: Define your target audience
Step 1: Define target groups
Description
At the beginning of every change process, the question arises: Who is affected by the change and how? Different target groups have different information needs, and these must be clearly identified before the first messages are formulated.
Why it is important
If target groups are not clearly defined, messages become too general or fail to reach people at the level they need. This quickly leads to rumours, uncertainty or even resistance. A clear target group analysis ensures that communication is targeted, understandable and effective.
Checklist items
-
Have all relevant internal target groups been identified?
(e.g. management, executives, employees, works council) -
Are there any external target groups that also need to be taken into account?
(e.g. customers, partners, investors) -
Was the degree of impact analysed for each target group?
(e.g. severely, moderately, slightly affected) -
Are the specific information needs of each group covered?
(e.g. orientation, safety, recommendations for action) -
Were multipliers and key individuals identified within the groups?
(e.g. managers, change agents)
Best practice example
A medium-sized company conducted a stakeholder matrix before closing a site. Each target group was assessed according to how it would be affected and its influence. This resulted in a prioritisation: managers and the works council were involved intensively at first, and employees were then provided with transparent and comprehensible information. This allowed uncertainties to be addressed at an early stage and trust to be built.
Step 2: Set communication goals
Step 2: Set communication goals
Description
Once the target groups have been clearly defined, the next step is to set specific goals for change communication. These goals set the direction and later make it possible to measure whether the communication was successful.
Why it is important
Without clear goals, communication remains arbitrary. Instead of creating orientation and security, companies risk ambiguity and mistrust. Defined communication goals help to formulate messages consistently and systematically review their impact.
Checklist items
- Have the overarching change objectives (e.g. reorganisation, cultural change, digitalisation) been translated into communication objectives?
-
Have the objectives been formulated using the SMART approach?
(specific, measurable, attractive, realistic, time-bound) -
Are there different objectives for each target group?
(e.g. transparency for employees, alignment for managers) -
Were factual targets taken into account?
(Information, practical knowledge) -
Were emotional goals taken into account?
(Trust, motivation, acceptance) -
Is there a plan for measuring the achievement of objectives?
(e.g. surveys, feedback, KPI tracking)
Best practice example
A financial institution was about to introduce a new IT platform. The communication goals were deliberately divided into two parts: for employees, the goal was to ‘create confidence in using the new software,’ while for managers, it was to ‘communicate change as a strategic opportunity.’ This clear differentiation allowed messages to be developed in a targeted manner and success to be measured in feedback rounds.
Step 3: Develop key messages
Step 3: Develop key messages
Description
Key messages are the central statements that make the change process understandable and comprehensible. They answer the most important questions employees have: Why is this change happening? What does it mean for me? What happens next?
Why it is important
Without clear and consistent messages, there is room for interpretation. This leads to uncertainty, rumours and resistance. Precisely formulated core messages create a consistent narrative that provides guidance and builds trust.
Checklist items
- Are the overarching goals and reasons for the change summarised in a few clear statements?
- Do the messages answer the questions ‘Why, What, How, What does this mean for me?’
- Are the messages formulated consistently so that all managers can use them in the same way?
-
Were rational arguments taken into account?
(Figures, data, facts) -
Were emotional aspects taken into account?
(Meaning, motivation, belonging) - Is there a short, concise core message that sums up the change? (One Message)
Best practice example
An international corporation used the core message ‘Flexibility strengthens our cooperation’ to introduce new working models. This message was communicated across all channels, from emails and town hall meetings to posters in the office. In addition, FAQ documents were provided that answered the most important questions from employees in concrete terms. This ensured that it was always clear what the change stood for and what benefits it would bring.
Step 4: Select communication channels
Step 4: Select communication channels
Description
Once target groups, objectives and core messages have been defined, the question arises: Which channels are best for reaching people? The choice of communication channels in the change process determines whether messages actually get through or are lost in the noise of information.
Why it is important
Each target group prefers different channels: while managers often expect personal briefings, employees prefer digital formats such as intranet, newsletters or videos. If the wrong channels are chosen, messages fall flat or, worse, give the impression of a lack of transparency.
Checklist items
- Have the preferred channels been analysed for each target group?
-
Are there any top-down formats?
(e.g. CEO videos, town halls) -
Are there dialogue formats?
(e.g. Q&A, feedback tools) -
Are the channels accessible and available to all employees?
(e.g. also for non-desk workers) - Is there an editorial plan that consistently feeds content to the channels?
Best practice example
A manufacturing company faced the challenge of reaching employees who did not have a fixed PC workstation. In addition to email and the intranet, an employee app was introduced. This provided all employees with push notifications containing updates, video messages from management and the opportunity to provide feedback. This diversity of channels ensured the flow of information and promoted acceptance throughout the company.
Step 5: Draw up a plan of action and schedule
Step 5: Draw up a plan of action and schedule
Description
Good change communication thrives on continuity and structure. A clear action plan and schedule ensures that the right messages reach the relevant target groups at the right time.
Why it is important
Change processes proceed in phases, from announcement to realization to consolidation. Without a plan, gaps in communication arise, important messages are lost or communicated too late. A structured schedule creates reliability and orientation.
Checklist items
-
Have all communication measures been planned in detail?
(e.g. kick-off, updates, feedback rounds, conclusion) -
Is there a timeline or other representations that illustrate the change phases?
(Preparation, realization, stabilisation) -
Are responsibilities clearly assigned?
(e.g. HR, internal communications, project management) -
Has a schedule been set for regular updates?
(e.g. weekly news, monthly town hall) -
Are there buffer times to be able to react to unforeseen developments?
(e.g. holidays, flu season, public holidays)
Best practice example
An energy supplier that changed its organisational structure developed a communication roadmap with clear milestones:
- Week 1: CEO address on video
- Week 2: Executive briefing
- Woche 4: Mitarbeitenden-Workshops
- From week 6: monthly Q&A sessions
Thanks to clear planning, everyone involved knew when which information would follow. This reduced uncertainty and increased confidence in the process.
Step 6: Involve managers
Step 6: Involve managers
Description
Managers play a key role in the change process: they are the first point of contact for their teams, act as multipliers and have a decisive influence on employee confidence. That is why they must be actively involved in change communication and empowered to do so.
Why it is important
If managers are unprepared or send conflicting messages, this undermines the credibility of the entire change process. If, on the other hand, they are informed, trained and supported at an early stage, they can communicate the change convincingly and generate support within the teams.
Checklist items
- Were managers informed about the change objectives and key messages at an early stage?
- Are there any special briefings or training courses to strengthen their communication skills?
-
Do you have communication materials available?
(e.g. Q&A documents, presentations, argumentation aids) - Has a feedback channel been established through which managers can submit their questions and feedback?
- Are managers integrated into the communication strategy as role models and change agents?
Best practice example
A global company introduced a ‘management communication package’ during a major restructuring. It included a briefing document with key messages, a collection of FAQs and prepared presentation slides. In addition, there were monthly webinars where managers could ask questions. This enabled them to convey consistent messages at all times and reduce uncertainty among their teams.
Step 7: Enable feedback and dialogue formats
Step 7: Enable feedback and dialogue formats
Description
Successful change communication is not a one-way street. In addition to sharing information, dialogue is also necessary. This is the only way to hear employees’ concerns, questions and ideas. By involving employees in the change process, e.g. through feedback and dialogue formats, you create transparency and actively promote participation.
Why it is important
If employees feel that they are not being heard, the likelihood of resistance, rumours and loss of trust increases. Open channels of communication, on the other hand, convey appreciation, strengthen acceptance and provide valuable impetus for shaping the change process.
Checklist items
- Are there regular Q&A sessions with the management or project management?
- Are digital feedback tools or surveys used to gauge the mood within the company?
- Do employees have the opportunity to provide anonymous feedback?
-
Have dialogue formats been established at various levels?
(e.g. team meetings, staff meetings, workshops) - Is feedback documented, evaluated and integrated into the further development of change measures?
Best practice example
During a relocation, a logistics company introduced weekly digital consultation hours with the project team. Employees could ask their questions live or submit them anonymously in advance. In addition, a survey app was introduced to regularly gauge opinions. The results were incorporated directly into further communication and helped to address uncertainties at an early stage.
Step 8: Measure success & adjust communication
Step 8: Measure success & adjust communication
Description
No change process ever goes according to plan. That is why it is crucial to regularly review the impact of change communication and make adjustments where necessary. This is the only way to ensure that communication remains relevant, credible and effective.
Why it is important
Without monitoring success, there is a risk that communication measures will be ineffective. Through continuous monitoring, those responsible can identify at an early stage whether messages are being understood, whether dialogue is working and where uncertainties still exist. Adjustments ensure sustainable success.
Checklist items
-
Are there defined KPIs for measuring success?
(e.g. reach, participation rates, feedback results, acceptance values) - Are surveys or opinion polls conducted regularly?
-
Are qualitative feedback sources included?
(e.g. feedback from workshops or management meetings) - Is there a routine for evaluating and reporting on the impact of communication?
- Are communication measures adjusted and improved based on the results?
Best-Practice-Beispiel
An international automotive supplier used a KPI dashboard to measure success during a comprehensive digitalisation initiative. The dashboard brought together newsletter open rates, town hall participation rates and results from quarterly pulse surveys. Communication formats were specifically adapted based on this data. Among other things, this was achieved by using more video statements, as these were particularly well received by employees.
Downloadable PDF checklist
Put theory into practice: our checklist for change communication clearly summarises all the important steps from our blog post.
🖇 Get your free PDF now and get started right away!
Use case: Change communication in a digitalisation initiative
A medium-sized manufacturing company was planning to introduce new ERP software. This was a typical change process that affected all departments. To avoid uncertainty, the company opted for a communication strategy for change processes.
First, the target groups were clearly defined: managers, IT staff and production workers without a fixed PC workstation. Specific communication goals and core messages were formulated for each group. From ‘more efficient everyday processes’ to ‘strengthening competitiveness’, everyone should be addressed.
The company opted for a combination of channels: personal briefings for managers, digital newsletters for office staff and the employee app with push notifications for production staff. An action plan specified when which information was to be published.
The involvement of managers was crucial: they received communication packages with argumentation aids and were trained in special workshops. At the same time, employees were able to provide regular feedback via the app. Based on this feedback, additional explanatory videos were produced to increase acceptance.
The result
The rollout went smoothly, employees felt they were being taken seriously, and accompanying surveys showed that satisfaction with the new system had increased. At the same time, feedback revealed weaknesses in the software at an early stage, which meant they could be addressed quickly.
MVB Employee App
At Magdeburger Verkehrsbetriebe, Polario connects employees in real time, increases efficiency and saves time – digitally and sustainably!
OTLG Employee App – the digital success story
Learn more about contemporary employee communication for manufacturing-related companies, using the OTLG employee App as an example.
Tools and platforms to support change communication
A well-thought-out strategy is the foundation, but without the right tools, change communication can hardly be realized efficiently. Digital platforms and applications help to disseminate information in a targeted manner, gather feedback and promote dialogue.
Overview of possible tools and platforms:
An employee app can already include or integrate many of these solutions. This gives you a central platform for many possible tools.
The best employee app: how to make the right choice
The search ends here: Discover the top employee app for your company from our comparison of well-known providers!
Conclusion: Mastering change with clear change communication
Change is inevitable for companies, whether through digitalisation, reorganisation or cultural change. But it is only through structured change communication that change can be turned into successful transformation.
The checklist presented shows that a clear target group analysis, defined communication goals, consistent messages and appropriate formats for information and dialogue are crucial. In particular, the involvement of managers and continuous monitoring of success make the difference between uncertainty and acceptance. After all, only those who take their employees with them when implementing changes can ensure sustainable change.
Planning employee communication early on during change, making it transparent and actively involving employees lays the foundation for trust and motivation. This way, change is not only accepted, but also seen as an opportunity.
Final tip: Use change communication not merely as an accompanying measure, but as a strategic management tool. This will ensure lasting success.
Frequently asked questions (FAQ)
What does change communication involve?
Change communication encompasses all planned measures that companies use to accompany change internally and externally. This includes target group analysis, communication goals, core messages, channel selection, dialogue formats, and performance measurement. The aim is to inform employees, involve them, and build trust.
How does change communication differ from traditional internal communication?
While traditional internal communication primarily conveys information, change communication is about orientation, motivation, and dialogue. It is more intensive, empathetic, and feedback-oriented, as change often triggers uncertainty.
What mistakes should be avoided in change communication?
Common mistakes include communicating too late or too little, failing to involve managers, relying solely on one-way communication instead of dialogue, and sending unclear messages. All of this can increase resistance and rumors.
How can the success of change communication be measured?
Success is measured using KPIs such as reach, participation rates, feedback surveys, or qualitative feedback from teams. It is important to view communication as an iterative process and to regularly align measures with the results.
