Internal company newsletters are often perceived as mere informational emails. Just another message in the inbox. And yet, when well thought out and paired with a solution such as Imagina's, they become a powerful internal communication tool, capable of informing, uniting and engaging employees in the long term.
So why are some internal newsletters eagerly awaited... while others are ignored? The difference rarely lies in the tool itself. It is mainly down to strategy, content and how teams are addressed.
1- Why internal newsletters remain essential
2- Internal company newsletter: definition and objectives
3- The internal newsletter in internal communication strategy
4- Internal newsletter content: what really works
5- How often should an internal newsletter be sent out?
Why internal newsletters remain essential
A clear channel in a saturated environment
Between instant messaging, intranets, meetings and notices, digital internal communication can quickly become chaotic. Too much information, scattered across too many channels.
Employee newsletters allow you to regain control: a clear, centralised, structured message. They become a benchmark for the dissemination of internal information.
An internal communication tool that is always effective
Unlike a Slack message that is quickly forgotten, a corporate newsletter creates a regular point of contact. It is a long-term tool that strengthens corporate communication..
Internal company newsletter: definition and objectives
An internal company newsletter is a professional internal email sent regularly to employees to share:
- key information,
- company news,
- messages from management,
- HR news.
It can take several forms: employee newsletter, HR newsletter, team newsletter, depending on the objectives.
Its main role?
To inform employees, while promoting employee engagement and loyalty.
The internal newsletter in internal communication strategy
An effective newsletter never works alone. It is part of an overall internal communication plan.
It supports:
- managerial communication,
- internal company messages,
- the transmission of corporate culture.
It is an essential link in modern and consistent internal communication.
Define a clear editorial line
Who is the newsletter aimed at?
Everyone... but not in the same way. A good internal newsletter speaks to people, not job titles.
What tone should you adopt?
Effective internal communication favours:
- a simple tone,
- short sentences,
- accessible vocabulary.
Forget jargon. Write as you speak.
Internal newsletter content: what really works
The most-read content is often the most human:
- internal news explained,
- ongoing projects,
- employee profiles,
- useful HR information
Internal newsletter example: simple structure
|
Section |
Objective |
|
A word from the director |
Giving meaning |
|
Internal news |
Providing clear information |
|
Team life |
Humanising |
|
Practical information |
Being useful |
|
Focus HR |
Supporting |
This format helps improve the success rate and open rate of internal newsletters.
Put people at the heart of your newsletter
An internal newsletter is not a report. It is an internal company message addressed to people who want to understand what is happening... and why.
Showcasing teams, explaining decisions, giving a behind-the-scenes look: this is what nurtures the internal employer brand and strengthens the sense of belonging.
The internal newsletter as a lever for engagement
A well-informed employee is a more engaged employee.
The newsletter supports:
- employee engagement,
- employee retention,
- consistency of messaging.
It plays a key role in the performance of internal communication.
The role of tools in the success of an internal newsletter
Today, there is no shortage of internal newsletter tools: emailing solutions, HR platforms, collaborative software.
The important thing is not just to send an email, but to structure the information and make it accessible.
With this in mind, some companies rely on centralised internal communication solutions, such as those offered by Imagina, which allow internal messages to be disseminated across multiple media (email, screens, digital tools) while maintaining editorial consistency. This prevents information from being scattered and reinforces the impact of key messages.
How often should an internal newsletter be sent out?
Weekly internal newsletter
Suitable for highly dynamic environments, but demanding in terms of content.
Monthly internal newsletter
The most common format. Frequent enough to remain useful, without becoming tiresome.
Measuring the effectiveness of your internal newsletter
The internal newsletter open rate is a good indicator, but not the only one.
You should also look at:
- employee feedback,
- the discussions generated,
- and how well the messages are understood.
Effective internal communication is measured both qualitatively and quantitatively.
Best practices to remember:
- A clear objective
- Useful content
- A human tone
- Regular frequency
To avoid:
- Overly long newsletters,
- Messages that are too institutional,
- Top-down communication only.
Conclusion
An internal company newsletter is much more than just an email. It is a strategic internal communication tool that promotes engagement, culture and collective performance.
When well thought out, it informs. When well written, it brings people together. When well distributed, it brings the company to life from the inside.
FAQ: Internal company newsletters
What is the purpose of an internal newsletter?
To inform, align and engage employees.
What is the best frequency?
Monthly in most companies.
Who should write the internal newsletter?
HR, communications or management, ideally in a collaborative manner.
What tools should be used for an internal newsletter?
Any good internal newsletter software or centralised internal communication solution.
How can the open rate be improved?
A clear subject line, useful content and a human tone.
Is an internal newsletter suitable for SMEs?
Yes, it is often even simpler and more effective.
How can you tell if the newsletter is working?
Through feedback from the field, engagement and understanding of the messages.
