Internal Communications Editing and Proofreading Services

Internal communications is the function asked to announce things people did not want. A restructure, an office closure, a change to pensions, a return-to-office mandate, redundancies — the message is written by someone who did not make the decision, approved by people worried about tribunal risk and press leaks, and delivered to an audience who will read it on their phone in a corridor and forward it to a journalist by lunchtime. The instinct is to soften, and softening is what causes the damage.

We edit what internal communications teams produce — organisational change and restructure announcements, redundancy and consultation communications, leadership messages and all-staff emails, intranet and internal news content, manager cascade packs and talking points, town hall and all-hands scripts and question preparation, policy change communications, benefits and reward communications, employee survey material and results communications, culture and values programme material, onboarding and induction communications, crisis and business continuity messaging for staff, and recognition and internal campaign material. Our editors work on the announcements nobody wants to write.

The change announcement is where internal communications either preserves trust or spends it, and the failure mode is corporate euphemism. Staff know what "a review of our operating model to ensure we are fit for the future" means before the second paragraph, and the effect of not saying it is that they conclude the organisation is either dishonest or frightened. We write these so the news is in the first sentence in plain words — we are closing the Leeds site, 84 roles are at risk, here is when you will know; so the timeline is specific and includes the date people will know whether it is them, because uncertainty is the thing that damages performance and health, not the news; so what is decided is separated from what is genuinely still open, since consultation described as open when it is not is the single most corrosive thing an organisation can do; so managers get their pack before the all-staff message rather than after, because a manager who cannot answer is a message that has failed; and so the practical support is named specifically rather than promised.

Everything you send is treated in strict confidence, including unannounced changes, consultation material and board decisions. We are editors rather than HR, employment law or change management advisers, and we offer no view on any decision, consultation obligation or employment question. What we can do is make the message plain, quickly, when it matters most.