How to build inclusive cultures with internal comms

Internal communications is one of the most important partners in EDI, inclusion and culture work. It is the mechanism through which priorities are explained, behaviours are reinforced and meaning is made across the organisation. 
When organisations develop strategies for inclusion, EDI and wellbeing, the internal communications plan needs to actively reflect and support this work. It should not sit alongside the strategy as an afterthought, but be intentionally designed to bring it to life in ways that feel relevant, human and connected to day to day working reality.
A thoughtful comms approach helps colleagues understand how inclusion shows up in practice, what is expected of them and how they can engage. It supports managers to lead with confidence, ensures activity is visible and coherent, and helps build trust by closing the gap between intention and experience.
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This guide sets out what to include in your internal communications strategy to support inclusive cultures:

1) Use colleague storytelling

• Share Q&As with colleagues at different stages of their careers, including early career, mid-career, senior leaders, returners and career switchers, to help demystify progression and development.
• Highlight progression journeys and development experiences that include challenges, pauses and non-linear paths, rather than focusing only on end results.
• Feature snapshots of different roles or teams, particularly those that are less visible, to build understanding of how work happens across the organisation.
• Use blogs or short reflections aligned to key inclusion dates or moments so awareness activity is rooted in lived experience.
• Don't forget to be explicit about why each story is being shared and what colleagues should take away from it.

What to avoid:

• Only featuring senior leaders or high-profile roles.
• Sharing stories without context, learning or reflection.
• Treating storytelling as celebration only rather than insight.

2) Build a rolling inclusion calendar

• Map key inclusion dates alongside ERG activity, internal priorities and business cycles so activity feels relevant rather than disconnected.
• Create a simple monthly “What’s coming up” graphic highlighting key dates, ERG meet-ups and initiatives to help colleagues plan how they engage.
• Plan content in advance so storytelling, learning and manager communications are coordinated rather than reactive.
• Be selective and focus on moments where depth and relevance can be added.
• Use the calendar as a shared planning tool across teams.

What to avoid:

• Treating inclusion dates as one-off posts with no follow-up.
• Not being able to explain why certain dates are celebrated (this could be based on data about your workforce or feedback from staff).
• Not updating the calendar on a regular basis and checking dates are correct - especially where the cultural dates use lunar calendars.
• Planning in isolation from other organisational priorities and events.
• Relying on rushed last-minute ways to celebrate key moments.

3) Share multi format event recaps

• Repurpose culture and inclusion events into short write-ups, visuals, clips or audio summaries so learning reaches a wider audience.
• Focus on three key insights rather than trying to capture everything.
• Include quotes or reflections to retain a human voice and sense of connection.
• Share recaps promptly while momentum is still high.
• Ensure formats are accessible to remote and non-desk-based colleagues.

What to avoid:

• Long, text-heavy summaries that read like meeting minutes.
• Sharing recaps weeks after the event.
• Limiting recaps to a single channel or format.

4) Provide adapted content for managers

• Share concise briefs explaining what is happening, why it matters and what managers are expected to do.
• Provide talking points rather than scripts so conversations remain authentic.
• Anticipate common questions or concerns and address them clearly.
• Connect inclusion messages to workload, performance and wellbeing so they feel relevant to team realities.
• Clearly signpost where managers can access further support.

What to avoid:

• Overloading managers with long documents or theory.
• Expecting managers to have all the answers.
• Using generic messaging that ignores team context.

5) Create a centralised home for ERG updates

• Create a single, easy-to-find page listing all ERGs so colleagues know what exists.
• Clearly explain how to sign up and the different ways people can get involved.
• Name ERG leads and contacts to build trust and visibility.
• Share meeting dates, upcoming activity and priority areas so engagement feels transparent.
• Explain how ERGs are supported and how insights feed into decision-making.

What to avoid:

• Relying too much on volunteers running ERGs to lead on all comms for the ERG.
• Creating competition between ERGs by not resourcing the internal comms for each one fairly.
• Relying on informal networks to spread awareness.
• Making participation feel insider-led or 'members only'.

6) Embed bitesize learning

• Share short, accessible learning such as 90-second videos, short reads, podcasts or toolkits.
• Focus on practical scenarios people recognise from day-to-day work.
• Clearly signpost what the resource is, how long it takes and why it matters.
• Use varied formats to suit different learning preferences.
• Include simple prompts to encourage team-level discussion.

What to avoid?

• Bitesize content that is inaccessible in its format

Other good practice to consider

• Plan all staff events with inclusion in mind, including accessible venues, thoughtful scheduling and catering that reflects dietary, cultural and religious needs. Inclusion should be considered from the outset rather than adjusted at the last minute.
• Involve colleagues in shaping internal communications by seeking input on what stories are shared, which topics matter and how messages land. This helps ensure content reflects real experiences rather than assumptions.
• Share not only what has been done, but the impact of those actions. Closing the loop by communicating outcomes builds trust and demonstrates that feedback and participation lead to tangible results.
• Maintain consistency across channels so messages reinforce each other rather than compete. Inclusion should feel coherent whether colleagues are reading emails, attending events or engaging on internal platforms.
• Build accessibility in as standard, including captions, alt text and clear, plain language.
• Be intentional about reaching remote and non-desk-based colleagues by planning channels, timing and formats that do not rely solely on office-based access or live attendance.
• Establish clear ownership of internal comms and inclusion messaging so responsibilities are understood and accountability is shared.
• Create feedback loops to understand what is landing, what is being missed and where messages need to evolve.