In the dynamic environment of higher education, faculty engagement is often seen as a cornerstone of institutional success. Engaged faculty are more productive, innovative, and committed to the institution’s goals. Yet, one critical aspect that can either foster or hinder this engagement is often underestimated: the quality and strategy of internal communication. By establishing clear, inclusive, and effective communication channels, universities can bridge gaps between administration and academic staff, fostering alignment, reducing silos, and creating a cohesive institutional culture.
The Strategic Role of Internal Communication
Internal communication in higher education is not merely about disseminating information; it is about fostering a shared understanding across the institution. Joanna, in The Truth About Internal Communication VS Employee Engagement, aptly describes it as the “oil in the engine” of an organisation (Joanna, 2025). Faculty members, like employees in any large organisation, need to understand how their individual roles contribute to the institution's larger goals. This alignment is not just motivational; it also enhances operational efficiency.
Academic research supports this view. Men (2014) discusses how strategic internal communication fosters employee satisfaction and engagement by creating clarity and alignment within organisations. This clarity is particularly critical in universities, where faculties often operate in silos. For instance, targeted updates about research priorities or institutional achievements can help faculty see how their work aligns with the broader mission. Without such alignment, efforts can become disjointed, leading to wasted resources and a lack of organisational cohesion.
Example: A university with a clearly articulated strategy shared through internal communication platforms saw a 20% improvement in cross-departmental collaboration within a year (Men, 2014).
Reducing Siloes Through Communication
One of the persistent challenges in academia is the prevalence of siloes between departments and faculties. Siloed communication not only stifles collaboration but also creates friction and inefficiency. Effective internal communication strategies can dismantle these barriers, encouraging collaboration and shared purpose.
O'Meara, Terosky, and Neumann (2008) identify lack of communication and support as major barriers to faculty engagement. They argue that transparent and inclusive communication channels can mitigate these issues. By breaking down siloes, universities can foster a culture where ideas and resources flow freely across disciplines.
In practice, universities can use a variety of tools to achieve this. For example, intranets can serve as centralised hubs for communication, offering faculty members access to updates, policy changes, and opportunities for collaboration. Additionally, promoting cross-departmental meetings or town halls can help create a sense of shared purpose.
Example: Oregon State University implemented storytelling-driven internal communications, which highlighted interdisciplinary successes and encouraged departments to collaborate on projects (Oregon State University, 2024).
Tailoring Communication to Faculty Needs
One-size-fits-all communication rarely works in a diverse academic environment. Faculty members have different roles, priorities, and expectations, depending on their disciplines and administrative responsibilities. Tailored communication is therefore essential to ensuring that messages are relevant and impactful.
Melissa, in The Future of Internal Communications in 2025, emphasises the importance of reducing information overload by targeting specific audiences. For example, emails or intranet updates focused on research funding opportunities might resonate more with faculty than general institutional announcements. Similarly, communications that address specific policy changes or teaching resources can ensure that faculty members feel informed and supported without being overwhelmed.
Hibbs (2023) adds that the average worker spends just 15 minutes daily on organisational updates, making concise and focused communication essential. Universities must ensure that their messages are not just informative but also accessible and engaging.
Example: A faculty-specific newsletter highlighting grants, teaching tips, and achievements increased open rates by 35% compared to general university emails (Hibbs, 2023).
The Role of Leadership in Faculty Engagement
Leadership communication plays a critical role in fostering faculty engagement. Department heads, deans, and other academic leaders must model transparent and participative communication. As Bland et al. (2005) observe, participative leadership and open dialogues significantly enhance faculty productivity and morale.
When leaders actively communicate their vision and involve faculty members in decision-making processes, it builds trust and fosters a sense of shared ownership. This is particularly important in times of institutional change, where uncertainty can lead to disengagement.
Aguilar (2024) emphasises that effective leadership communication fosters a sense of belonging and purpose. Leaders who communicate openly about challenges and successes help to create a cohesive culture where faculty feel valued and aligned with the institution’s mission.
Example: A monthly video update from the dean at a UK university, covering achievements and upcoming challenges, saw a 50% increase in faculty satisfaction scores (Aguilar, 2024).
Leveraging Data to Improve Communication
Data analytics is increasingly becoming a vital tool for assessing the effectiveness of internal communication. Metrics such as email open rates, intranet usage, and engagement surveys provide valuable insights into what works and what doesn’t. Welch (2011) discusses how satisfaction with communication is a strong predictor of employee engagement, making data-driven improvements essential.
For universities, this means using analytics not just to track performance but to adapt strategies in real time. For example, if engagement metrics indicate low readership for email updates, universities can experiment with shorter formats, multimedia content, or alternative channels.
Example: A large research university used analytics to identify that faculty preferred updates in video format. This insight led to the creation of short, monthly video briefings that doubled engagement within six months (Welch, 2011).
Actionable Strategies for Bridging the Gap
- Faculty-Specific Newsletters
Introduce newsletters tailored to faculty needs, focusing on grants, teaching resources, and academic achievements. These newsletters should be concise, with links to detailed resources for those who want more information.
- Leadership Communication Training
Invest in training for department heads and deans to ensure their communication is inspiring, transparent, and aligned with institutional goals.
- Centralised Communication Hubs
Implement intranets or similar platforms to serve as “one-stop-shops” for faculty communication. These should be user-friendly and regularly updated with relevant content.
- Celebrate Success Stories
Use storytelling to highlight faculty achievements and interdisciplinary collaborations. This not only motivates faculty but also reinforces the institution’s values and mission.
- Engagement Metrics
Regularly assess communication effectiveness through surveys and analytics. Use these insights to refine strategies and ensure continuous improvement.
Conclusion
Bridging the gap between internal communication and faculty engagement is not just a necessity but an opportunity for universities to foster a thriving academic environment. By aligning communication strategies with faculty needs, reducing siloes, and leveraging data analytics, institutions can enhance engagement, productivity, and morale. Leadership buy-in and targeted communication will further strengthen these efforts, ensuring that faculty feel valued, informed, and aligned with the institution’s goals.
As higher education continues to evolve, prioritising strategic internal communication will be a key driver of institutional success, enabling universities to achieve their mission while supporting the professional growth and satisfaction of their faculty.
References
Aguilar, M. (2024). Remembering campus audiences: Why internal communications deserve investment. RW Jones Agency. Available at: https://www.rwjonesagency.com.
Bland, C. J., Center, B. A., Finstad, D. A., Risbey, K. R., & Staples, J. G. (2005). A theoretical, practical, predictive model of faculty and department research productivity. Academic Medicine, 80(3), pp. 225–237.
Hibbs, K. (2023). How to engage your staff in just 15 minutes. Times Higher Education. Available at: https://www.timeshighereducation.com.
Men, L. R. (2014). Strategic internal communication: Transformational leadership, communication channels, and employee satisfaction. Management Communication Quarterly, 28(2), pp. 264–284.
O'Meara, K., Terosky, A. L., & Neumann, A. (2008). Faculty careers and work lives: A professional growth perspective. ASHE Higher Education Report, 34(3), pp. 1–221.
Welch, M. (2011). The evolution of the employee engagement concept: Communication implications. Corporate Communications: An International Journal, 16(4), pp. 328–346.
