Human Resources and internal communications are often treated as separate worlds — one focused on policy and compliance, the other on messaging and engagement. In reality, the two are inseparable. No matter how well-designed a policy or operational process might be, if it isn’t communicated effectively, it risks being misunderstood, ignored, or even resented.
From field assignments to flight crew schedules to work leave preferences — I’ve seen how communication, or the lack of it, can make the difference between employee confidence and frustration. The following examples from my professional experience show why communication must be embedded into every aspect of the employee journey.
1. Operations Without Communication: The Flight Crew Schedule Gap
A pilot I know once drove two hours to the airport, parked in the paid garage, and was minutes from boarding a flight to his work base when he called crew scheduling with a quick update: his phone would be unreachable during the flight. Only then was he told he’d been released from duty and reassigned to a different flight — the next day.
The decision didn’t come from HR. Crew scheduling sits under operations. However, the lack of timely communication forced the employee into a wasted four-hour round trip, only to repeat the journey the next day. This was a substantial operational reassignment, yet the update reached the pilot too late to prevent the loss of time and the effort that had already gone into preparing for an expired schedule.
Operational units may not fall under a communications department, but they still need to adopt communication practices that put the employee experience at the forefront. Clear, proactive updates can save time, reduce frustration, and improve morale; all of which contribute to a healthier workplace.
2. Pregnancy Accommodation and Building Trust
In one of my previous communications roles, I was copied on an unexpected email from the husband of a field staff member assigned to a remote community, I was copied on an unexpected email from the husband of a field staff member assigned to a remote community. He asked that she be removed from the assignment due to health concerns. She was two months pregnant, and the region’s poor roads posed serious risks.
When I spoke with her directly, she admitted she hadn’t disclosed her pregnancy for fear of losing opportunities. That conversation led me to engage our HR partner and outline the travel realities of our project sites. I then led an internal survey and interviews that revealed other women had quietly faced similar concerns.
The result: a revised set of guidelines for pregnancy accommodations and a dedicated session where I walked staff through the updates in plain, reassuring language. The lesson was clear: communication isn’t just about sharing a policy; it’s about creating trust so employees feel safe to use it.
3. The Cultural Factor in Work Leave
Not all employees approach work leave the same way. For some, time off means a week at a vacation spot or a short getaway. For others—especially those with strong ties to overseas family—leave is about traveling back to their home country to reconnect with relatives and cultural roots.
For these employees, a five-day leave may barely cover the travel time, leaving little room for rest. Understanding these differences can help organizations create leave options that feel fair and meaningful across cultures. But that understanding only comes from listening, and communication channels are the bridge.
Why This Matters
Whether the challenge is operational misalignment, policy misunderstanding, or cultural disconnect, communication is the thread that holds the employee experience together. It ensures that policies are not just written, but lived; not just compliant, but compassionate.
Organizations that integrate strong communication practices into every touchpoint; from scheduling to leave policies, are better equipped to support their people, strengthen trust, and retain top talent.
Antoinette H. C. 