Employee apps, intranets and collaboration tools – digital channels are everywhere in internal communication. So what role does the employee magazine still play? Especially amid today’s digital information overload, print creates an impact that online channels often fail to achieve. It conveys appreciation and strengthens employees’ connection to the organisation.

An employee magazine is more than just an information channel – it’s a statement. While digital messages are consumed in seconds and quickly forgotten, a high-quality print magazine sends the signal: “We take time for our employees.” This form of appreciation is felt immediately.

Print also creates a level of credibility that digital channels struggle to match. According to a study by the Content Marketing Forum¹, 64 per cent of respondents view content in printed magazines positively. A carefully designed, editorially curated magazine conveys seriousness and reliability. Its physical presence – on the kitchen table, in the break room, or on the train home – commands a different kind of attention from yet another newsletter in an overcrowded inbox.

The decision for or against an employee magazine depends on factors such as how locations are spread, the structure of the workforce and the size of the organisation. Its effect is strongest in organisations with multiple locations or teams that have little direct contact with one another, as it helps individuals feel part of a bigger whole.

Organisations with a diverse workforce also benefit. Not all employees are constantly online or have access to digital channels. A magazine reaches everyone equally – from production and administration through to senior management. In a survey² by the School for Communication and Management (SCM), 92.7 per cent of companies said that storytelling remains important in internal communication for conveying strategic and company-relevant topics. Especially during times of change – mergers, strategic realignments or cultural transformations – a magazine has the space for depth and context that rapid digital updates simply cannot deliver.

Quality is the factor that determines success or failure. A glossy publication that’s carelessly thrown together and filled with uninspiring management messages will end up unread in the recycling bin. An employee magazine must meet journalistic standards: authentic stories, professional writing, an appealing layout and high-quality photography.

The editorial approach is key. PR texts have no place in an employee magazine. What’s needed are real-life features, profiles and background stories. Employees should see themselves and their topics reflected in the content – not just success stories from the executive floor, but everyday challenges, innovative ideas and personal perspectives from across the organisation.

An employee magazine only reaches its full potential when used alongside other channels. It doesn’t replace digital communication, but complements it. While the intranet or an app is ideal for news and operational updates, the magazine creates space for stories that last.
How it’s integrated is defined by the concept: what are the strategic goals of internal communication? Which topics need depth, and which require speed? A smart content plan allocates material so that each channel plays to its strengths. Distribution also matters: the magazine should reach all employees – ideally at home too, allowing family members a glimpse into the organisation.

The future of internal communication is not either/or, but both/and. Digital channels are essential for speed, interactivity and immediacy. Employee magazines, on the other hand, offer deceleration, depth and emotional connection. They provide a valuable counterpoint to the digital noise, enabling focused reading and providing a lasting presence. Their longevity makes them an important tool for employee engagement – because identification doesn’t grow from quick clicks, but from stories that have a lasting resonance.