Would your employees rate your internal communications 10/10?

According to the just-released IC Index 2025, only 13% of UK employees give their organisation’s internal communications top marks.

Now in its third year, the IC Index, produced by the Institute of Internal Communication in partnership with Ipsos Karian and Box, surveyed nearly 5,000 UK workers about their experiences of internal communication in their organisations.

This is essential reading for internal communicators. It captures the voice of the very people we’re trying to reach, employees. And the themes that emerge including leadership visibility, human connection, trust, and closing the feedback loop offer a valuable guide to shaping your internal communications strategy and priorities.

What makes internal comms 10/10?

The data shows that employees who rate their comms 10/10 are far more likely to say they:

• Hear from their CEO or most senior leader at least every few weeks

• Hear from their departmental or senior leader every few days

• Receive clear communication about business priorities from the top

• Feel the volume of communication is just right

• Believe their leaders understand the challenges they face

• Feel their feedback is used to inform decisions and actions

• Describe their CEO or senior leader’s tone as: “openly tells it as it is,” “inspiring,” “clear,” “authentic,” and “approachable”

The missing feedback loop

One thing that stood out for me in this year’s Index is the feedback loop, or more accurately, the lack of one in many organisations.

While most employees are willing to share their views, only 53% say their organisation is good at showing how that feedback is used to drive action and change. In large organisations (10,000+ employees), that figure drops to just 43%. Even more striking: over a third of employees feel their organisation neither welcomes feedback nor shows how it’s used.

In my opinion, asking for feedback and doing nothing with it does more harm than not asking at all. When feedback goes unacknowledged, trust erodes and engagement suffers. It’s one of the biggest drivers of survey fatigue, the sense among employees that they’re constantly being asked the same questions, with little or no follow-up. Very quickly, they stop believing anything will change.

On the other hand, when employees see their feedback being acted on, the impact is powerful. They’re significantly more likely to feel valued, trust leadership, and advocate for the business. In fact, nine out of ten in this group would recommend their workplace to others.

What can internal communicators do?

Internal communicators play a vital role in connecting the dots between what people say and what the organisation does.

Here are five practical ways communicators can help close the feedback loop:

• Make leadership visible in the process. When employees see senior leaders engaging with the feedback, they’re more likely to believe their voice matters. IC can support by helping leaders share updates, reinforce key messages, and explain how feedback is shaping decisions.

• Embed listening into the everyday. Feedback shouldn’t begin and end with an annual survey. Create space for everyday listening, whether it’s team meetings, town halls, or comments on internal channels.

• Make feedback visible. Regularly share “you said, we did” updates. If something can’t be actioned, be honest and explain why.

• Join the dots. If a change to policy or other improvement originated from employee input, say so explicitly to help people make the connection.

• Champion everyday curiosity. Encourage leaders and managers to ask open questions and listen with the intent to understand.

We may not necessarily own the listening infrastructure but we can lead on making it meaningful, human, and visible. That’s what will help move your Internal Comms to a 10.