A Communication Plan That Wins Employee Buy-In
When a change is coming — big or small — the single most important thing HR leaders can do is build a communication plan. A well-executed plan doesn't just inform employees; it virtually guarantees buy-in and can even turn skeptical workers into enthusiastic champion changemakers.
In Episode 76 of HRMorning's The 3-Point, Joel Kirk, Associate Director of Talent Engagement at Blue Cross Blue Shield of Massachusetts, shares how his team successfully communicated a significant internal hiring initiative to employees across the organization — turning what could have been an uncomfortable transition into a positive experience.
"You have to meet people where they're at. Some people want to watch a video. Some people want to listen to a podcast. Some people want to read the email. So we're approaching it in a couple of different ways so people will really get the information."
— Joel Kirk, Associate Director of Talent Engagement, Blue Cross Blue Shield of MassachusettsStart With a Multi-Channel Approach
Kirk and his HR team launched their new internal job site with an email blast — a clear, accessible first step that explained the platform's capabilities and showed employees how to set up their profiles. But they didn't stop there. Recognizing that different employees absorb information differently, the team quickly moved to video as their next communication tool.
The video initiative wasn't without initial hesitation from the team itself. Kirk recalls some reluctance before everyone got on board. But the decision paid off: the personal touch of team members appearing on camera helped spread genuine enthusiasm about the change, rather than just delivering facts about it.
"We shot some videos. At first, the team was like, 'Really, are we doing this?' And I was like, 'Yeah, we're doing this. Let's give it a personal touch. Let's let our associates know how excited we are about it to help spread that excitement.'"
— Joel Kirk, Associate Director of Talent Engagement, Blue Cross Blue Shield of MassachusettsTake the Message Directly to Employees
Beyond emails and videos, Kirk's team planned in-person roadshows throughout the company. They embedded themselves in existing employee touchpoints — like monthly "Power Hours" held at service centers — where career development conversations were already happening. This gave HR a natural, low-pressure setting to introduce the new platform, demonstrate its features, and share practical tips employees could use right away.
The lesson here goes beyond logistics. Meeting employees physically where they work signals respect for their time and demonstrates that leadership is invested in their success, not just ticking a communications box. It transforms a rollout into a conversation.
The Three-Step Communication Framework
Kirk's approach can be distilled into three actionable principles that HR teams can apply to virtually any change initiative:
Mix it up. Rely on multiple communication channels — email, video, in-person conversations, and more. No single format reaches everyone effectively, and variety ensures no employee is left behind.
Get people excited. Communication isn't just about information transfer — it's about emotion. When communicators show their own enthusiasm, that energy becomes contagious. Employees are far more likely to embrace change when they can see that the people rolling it out genuinely believe in it.
Get out there. Show up in person. Attend the meetings employees already attend. Bring the message to them rather than expecting them to come to you. Demonstrations, tips, and tricks presented in a familiar environment make new initiatives feel approachable rather than daunting.
Plan First. Before launching any change initiative, build a structured communication plan. Thoughtful, proactive communication is what separates smooth rollouts from chaotic ones.
Use Multiple Channels. Employees receive and process information differently. A successful communication strategy combines email, video, and in-person outreach to ensure every employee is reached.
Lead With Emotion. Facts inform, but excitement motivates. When HR teams visibly express enthusiasm for a new initiative, employees are far more likely to adopt it willingly.
Meet Employees Where They Are. Rather than expecting employees to seek out information, bring the message directly to them — embedding it in existing meetings and routines reduces friction and builds goodwill.
Even Positive Change Needs Communication. Blue Cross Blue Shield of Massachusetts' initiative was a beneficial one — yet they still invested heavily in communication. No change, however good, should be assumed to sell itself.