The Chartered Institute of Public Relations (CIPR) has published a new skills guide urging organisations to rethink how they communicate during crises, arguing that employees and internal stakeholders must be prioritised well ahead of media and external audiences.
The Internal Crisis Communication guide, released this week, seeks to address a long-standing imbalance in crisis communications practice, where external reputation management has often taken precedence over the safety, wellbeing and engagement of staff.
According to the CIPR, internal audiences are frequently the first to experience the effects of a crisis and are central to whether an organisation survives and recovers. Yet traditional crisis playbooks have often failed to equip organisations to support employees through periods of acute disruption and uncertainty.
The guide was written by crisis communications specialist Alison Arnot, director of Catalyst Communications, and draws on professional practice and behavioural insight to set out a comprehensive framework for internal crisis communication.
It argues that while crisis communication has historically focused on the needs of the media and other external stakeholders, employees and contractors “will often face the difficulty first and most directly.” People inside an organisation, the guide says, are the key to crisis survival and recovery but cannot function or advocate effectively if they are not informed, engaged, involved and supported at every stage of a crisis.
A central message of the guidance is that internal crisis communication is not a reactive activity confined to the moment a crisis hits. Instead, it is presented as a critical component of both crisis prevention and long-term recovery. Leaders and communicators are urged to prioritise ongoing two-way communication, establish listening systems, and put robust internal plans and processes in place that can be activated under pressure and tested regularly.
Defining internal crisis communication as the discipline focused on informing, engaging and involving employees and other internal stakeholders, such as contractors and volunteers, the guide highlights the distinct needs and expectations of internal audiences. When handled effectively, internal crisis communication keeps people safe, helps them function under stress, encourages supportive behaviour and enables organisational recovery. When it fails, it can cause confusion, prolong distress and increase the risk of further harm or secondary crises.
The guide stresses that internal communication must evolve as a crisis moves through different stages, from preparation to acute response, prolonged disruption and post-crisis recovery. Tone, content, urgency and channel choice all need to shift as human and organisational needs change.
Before a crisis strikes, communicators are encouraged to help build psychologically safe cultures in which employees feel valued, heard and able to raise concerns early. During the acute phase, speed and clarity are paramount. Employees should hear about the crisis from organisational leaders first, with communication focused on safety, support and clear direction. Communicators are advised to explain what is known, what is not yet known, what actions are required and when further updates will follow, while acknowledging uncertainty and emotional impact.
As crises persist into a chronic phase, the emphasis shifts to sustaining morale, involving employees in solutions, addressing fatigue and burnout, and marking progress through milestones and small wins. After the worst has passed, internal communication should focus on acknowledging what happened, demonstrating learning and rebuilding organisational purpose and culture.
To help communicators navigate these shifting demands, the guide introduces the “7S of Internal Crisis Communication”, a framework developed by Arnot. The model prioritises essential human needs before organisational objectives, moving through stages of surviving, supporting, sensemaking and stabilising, before progressing to stimulating, sustaining and strengthening as recovery takes hold. The guide cautions against rushing this process, warning that unmet human needs will undermine organisational recovery.
Practical guidance is also provided on message design and channel choice. Messages, the guide says, must be shaped with empathy and clear purpose, supporting what people need to know, feel and do. Communicators are encouraged to show concern, commitment, confidence, competence and credibility, and to demonstrate genuine care through action and reassurance.
Channel selection is presented as equally critical. If employees cannot easily access information internally, the guide warns, they will seek it elsewhere. Organisations are advised to plan a simple and trusted communication infrastructure that balances speed, personalisation and accessibility, while accounting for scenarios in which certain channels may be unavailable, such as digital platforms during a cyber incident or office-based channels in remote working environments.
The guide also stresses the importance of involving multiple voices in internal crisis communication, from senior leaders and crisis managers to line managers, HR professionals and employees themselves. Ongoing monitoring and adaptation are highlighted as essential, with communicators encouraged to track whether messages are reaching people, being understood and influencing behaviour, and to adjust their approach as the situation evolves.
Commenting on the launch, Advita Patel, president of the CIPR, said that when an organisation faces a crisis, it is the people inside it who feel the impact first and who play the biggest role in recovery. She said the guide recognises that reality by placing internal audiences at the heart of crisis communication and giving communicators a clear framework to support colleagues through uncertainty, maintain trust and strengthen organisational resilience.