We Asked Experts: “Will Internal Comms Become Internal Marketing?” Here’s What They Said

Will internal comms ever be internal marketing? We asked internal comms experts this exact question on LinkedIn & here's what they said!

As someone with a foot in both worlds - marketing and internal communications - I’ve seen just how much these two areas overlap. Both use storytelling, data, and engagement strategies to connect with their audiences. But as I’ve dug deeper into the idea of internal comms evolving into internal marketing, I can’t help but feel skeptical.

Recently, I put the question out there on LinkedIn: Will internal comms evolve into internal marketing?

The response was incredible, sparking a lively debate among professionals in internal communications, marketing, and employee engagement.

One thing stood out loud and clear: while internal comms and marketing might share some similarities, they are not the same - and they shouldn’t be.

The case for “marketing-inspired” internal comms

Let’s start with the overlap. Marketers are experts (yes, slight pat on my own shoulder here) at grabbing attention and driving action, and there’s a lot of those same aspects that also bleed into internal comms:

1. Storytelling: Both rely on narratives to inspire, connect, and convey key messages.
2. Audience segmentation: Just like marketers tailor messages to different customer groups, internal comms adapt messaging for diverse employee audiences (e.g., frontline workers vs. desk-based employees).
3. Data and metrics: Both use data to track the effectiveness of their efforts - whether it’s open rates for emails, survey results, or feedback on engagement.
4. Creative content: Visuals, videos, and engaging copy are staples for grabbing attention in both fields.

However, there is one crucial aspect that sets one apart from the other - marketing’s core goal is often to sell (okay maybe not as directly as sales but you get what I mean) - to persuade customers to buy into a product or service. Internal comms, on the other hand, is about fostering trust, understanding, and alignment. Among the employees.

This fundamental difference also fuels the debate about whether internal comms should adopt a more internal marketing approach, or does that risk losing sight of its core mission?

Why internal comms should never become internal marketing

Despite these shared strategies, the overwhelming consensus from experts is clear. Internal comms is fundamentally different from marketing and it should stay that way for the following reasons:

#1Employees aren’t customers

“If we start ‘selling’ to employees, they’re going to see through that and start ignoring us like they would a telemarketer.” - Lynn Zimmerman, 
CEO and Chief Strategist at Swing Communication

“I 100% understand why some folks believe IC will evolve into this, but we need to recognise that IC is so much more than “selling” to our employees.”  - Advita Patel, Co-Founder at Asian Communications Network & Director at Comms Rebel

“While Internal Comms and Marketing both try to drive action with the audience, Marketing’s sole purpose (usually) is to drive sales, while IC can drive multiple actions with its message — are we promoting a specific action, education/understanding or just general engagement? To label Internal Comms “internal marketing” diminishes the spectrum of impact we drive.” - Keith Berman, Director Internal Communications at Vertafore

#2Trust over tactics

“I think looking at IC as a marketing tool would be a setback in the progress we’ve made in elevating IC from a tactical practice to a strategic one. We’ve moved from telling employees what is happening in the organization to sharing why something is happening and helping them make the connection between what the business is trying to accomplish and the work they’re doing.” - Lynn Zimmerman, CEO and Chief Strategist at Swing Communication

“ In marketing, metrics like open and click-through rates can be a big win. You can have employees opening and clicking on internal communications at high rates. Still, if the messages aren’t valuable, driving the intended outcome or making an impact, these numbers don’t mean as much. Internal communicators are helping drive a lot of change, and changing behavior can be more challenging than selling a message.” - Alyssa Towns, Freelance Writer and Business Owner at Words with Alyssa LLC

#3Frontline employees need clarity, not flashy campaigns

“It would especially be a disservice to frontline employees. They’re already often left out of these conversations and discounted as being less interested in understanding the direction of the business and their role in its success.”- Lynn Zimmerman, CEO and Chief Strategist at Swing Communication

“There is a risk that we will focus too much on campaigning/branding and not enough on genuine communication and dialogue, which may alienate employees and most likely lead to disengagement.” - Advita Patel, Co-Founder at Asian Communications Network & Director at Comms Rebel

#4Authenticity > Persuasion

“Our strength is our ability to decipher what’s going on across the organization (across all levels) through effective listening, coaching, creative approaches, and leadership support so people feel included, understand their value, and thrive in their work—not just survive.” - Advita Patel, Co-Founder at Asian Communications Network & Director at Comms Rebel

“We can borrow from marketing’s creativity and storytelling, but it needs to stay rooted in employee needs AND leadership goals. This is where internal comms shines: turning strategy into something people can actually feel part of.” - Daniel Méndez Aróstica, Executive Communications & External Engagement - Technology Communications at Johnson & Johnson

Striking the right balance

So, what’s the answer? Internal communications shouldn’t become marketing, but it can borrow its best practices - while staying true to its own purpose. Internal comms is about fostering trust, promoting transparency, and enabling employees to thrive, not just survive. Here’s how to balance the two:

#1Lead with purpose

In marketing, the goal is often persuasion—convincing someone to take an action, whether it’s buying a product, signing up for a service, or engaging with content. Marketing campaigns are built around driving that specific behavior. For example, a brand launching a new product might focus on limited-time offers, bold calls-to-action, and emotional storytelling to create urgency and prompt purchases.

Internal comms, on the other hand, isn’t about selling—it’s about connecting. This means shifting the focus from what employees should do to why it matters.

Let’s take a marketing example and reframe it for internal comms:

Imagine a company introducing a new health and wellness benefit, like a mental health app. A marketer’s campaign might say:

“Download our new wellness app today and unlock exclusive features for better mental health!”

While this message might catch attention, it doesn’t answer the deeper questions employees might have, like:

• Why is this being introduced now?
• How will this benefit me personally?
• What does this say about our company’s priorities?

An internal comms approach would lead with purpose and focus on connection:

“Your well-being matters to us. That’s why we’re introducing a new mental health app to support you through life’s challenges. Whether you need mindfulness exercises, therapy resources, or just a little breathing room, this tool is here to help. Because when you’re at your best, so is our team.”

This message doesn’t just tell employees what to do (download the app) - it connects them to the why behind the initiative and aligns the action with a broader purpose: the company’s commitment to employee well-being.

By focusing on the “why,” internal comms helps employees see how they fit into the company’s vision and feel valued as contributors, not just targets for the next “campaign.”

#2Stay data-informed, not data-obsessed 

Imagine a marketer tracking email clicks for a product launch campaign. High click-through rates might look successful, but if nobody actually converts into a customer, the campaign hasn’t achieved its purpose.

For internal comms, a similar example could involve a company rollout of a new training program. An email announcing the training might see high open rates, but if employees don’t understand the program’s purpose or fail to complete it, the effort falls short.

Instead, focus on deeper metrics: survey employees about clarity, retention of key information, and whether the training helps them feel equipped for their roles.

#3Respect employee space

"As the lines between work and personal become more blurred because we're asking employees to download apps and do more on their personal devices, we really need to make sure we're being thoughtful and respectful in how we're communicating with employees. We can't lose the trust they've given us by allowing us to come into their spaces." - says Lynn Zimmerman, CEO and Chief Strategist at Swing Communication

As Lynn Zimmerman points out, internal communication is increasingly crossing into employees’ personal spaces - especially with the rise of apps and messaging platforms on personal devices. This is a tricky area, and it’s easy to overstep.

Think about how marketing uses retargeting campaigns. These ads follow you around the internet, popping up everywhere after you’ve clicked on a product. While they can be effective for driving sales, they often leave people feeling annoyed, even invaded.

Now imagine that same approach applied to internal comms. Constant notifications, repeated reminders, or overly persistent messages can have a similar effect on employees. What might start as helpful communication can quickly feel intrusive, especially for frontline employees juggling demanding roles.

Here’s the golden rule: Don’t over-communicate. Instead, focus on crafting messages that are timely, relevant, and genuinely valuable. Employees should feel informed and supported - not bombarded.

Trust is fragile and if your internal comms begin to feel like a marketing campaign chasing a conversion, you risk losing not just attention but credibility. Prioritize quality over quantity, and always ask: Is this communication truly necessary, and does it serve the employee’s needs?

#4Foster dialogue, not broadcasts

Marketing often speaks at audiences, but internal comms needs to engage with employees. Open channels for feedback and make employees feel heard - it’s the best way to build trust and connection.

Consider a marketing webinar promoting a product. If the session only presents information without a Q&A or audience interaction, it feels one-sided. On the other hand, including live polls, chat features, and follow-up surveys creates engagement and makes customers feel involved.

In internal comms, the same principle applies. For example, during an organizational change announcement, instead of sending a static email, host a live session where employees can ask questions in real-time. Follow up with feedback forms to understand concerns. This approach turns communication into a two-way dialogue, fostering trust and making employees feel valued and heard.

The Verdict? Internal comms ≠ internal marketing

If internal comms lean too heavily on marketing techniques, it risks losing the authenticity and transparency employees expect.

The best approach? Borrow marketing’s tools strategically, but always stay rooted in internal comms core purpose: building trust, fostering connection, and empowering employees.

So, will internal comms ever become internal marketing?
No - and it shouldn’t. 

Oh and before you go - here’s a mini disclaimer: In fact, some of the best marketing today shares principles with great internal comms: creating connection, trust, and providing genuine value. It’s proof that there’s plenty we can learn from each other while staying true to our distinct purposes 😉