Communication is often described as essential to change management — but in practice, it’s still frequently treated as an afterthought.
Leaders focus on logistics such as strategy, timelines, and execution, then assume communication will fall into place. In reality, communication is one of the strongest predictors of whether change builds momentum or stops dead. In fact, communication is listed as the top role that HR should play in change management, according to 2023 SHRM research.
During transformation, communication shapes how employees experience uncertainty and trust and how they engage with new ways of working. The 2023 SHRM research found that fewer than 1 in 4 HR executives (23%) thrive in today’s environment, underscoring the challenge that leaders face to communicate clearly and consistently.
According to SHRM Chief Strategy Officer Andy Biladeau, effective change management communication isn’t about saying more, it’s about being intentional, predictable, and clear in how leaders show up and set direction.
Channels of Communication for Change Management
Communication channels are never one-size-fits-all. What works for one organization — or even one phase of change — may not work for another.
Leaders early in their change journey should lean on familiar, accessible channels to establish clarity and consistency, such as:
- Email.
- Real-time collaboration platforms like Slack.
- Live meetings.
“But the goal isn’t to check the box that you’ve communicated,” Biladeau said. “The goal is to change the mindset and culture of the organization and shape how decisions get made.”
Early stages of change often require direct, tactical communication, but leaders should always explain the reasoning behind decisions — not just outcomes. The emphasis on transparency aligns with broader expectations for leaders: 45% of HR executives and individual contributors say they expect leaders to be transparent, SHRM’s research found.
Over time, that transparency teaches employees how to think, what to value, and how to prioritize when navigating change. Biladeau noted that this kind of disciplined communication helps employees build decision-making muscle rather than waiting for direction.
His experience working as Target’s director of talent development gives a clear example of how intentional communication shapes decision-making at scale.
In the two years preceding the COVID-19 pandemic, the company made a deliberate shift toward becoming a purpose-driven organization. Every major choice was framed by whether it advanced that purpose.
By 2020, Target employees already had a shared decision-making framework in place. That foundation enabled faster action, rapid rollout of initiatives such as Drive Up (curbside pickup), and strong health and safety responses.
Without that prior culture-building work, Biladeau said, the organization wouldn’t have been able to move as quickly or empower people on the ground to act. Leaders should remember that the goal of communication isn’t the moment, it’s long-term cultural and decision-making change.
Personal Communication Practices as a Leader
At the individual level, effective communication starts with presence, Biladeau said.
Being fully present in conversations with employees, teams, peers, and senior leaders signals respect and reinforces trust. Every interaction becomes an opportunity to connect and learn.
That presence also supports adaptability, which employees increasingly expect from leaders. According to SHRM’s research, 55% of HR executives said they expect adaptability to be the most critical leadership behavior by 2030.
Leaders who communicate consistently — and explain how priorities shift — help teams stay oriented during change.
Biladeau said he also uses structured forums to model organizational values at scale. One example is SHRM’s monthly internal webinar, which features SHRM leaders discussing how they’re driving change, what they’re learning, and their successes and struggles.
Although attendance is optional, over half of SHRM’s employees regularly tune in. The forum brings people together around a shared purpose, reinforces what the organization recognizes and rewards, and helps employees see how individual wins connect to broader strategy.
Active Listening as a Change Management Tool
“When people think about communication, their first instinct is telling versus listening. I actually think listening is a far more effective communication tactic than telling or directing,” he said.
When employees are given space to share their perspectives, it creates openness. Biladeau likened it to freeing up mental bandwidth — once people feel heard, they’re more receptive to feedback and new ideas. Directing may drive compliance, but listening helps people internalize change.
When done intentionally and consistently, communication becomes a powerful enabler of trust, clarity, and momentum. Biladeau’s experience shows that effective change communication isn’t about volume, it’s about discipline, presence, and purpose.
By listening first, explaining the why, and maintaining steady, predictable touchpoints, leaders can help change take root in ways that are effective and sustainable.
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