By Leslie Hacker, VP of CPRS Vancouver and Founder of Hacker Communications
When was the last time you took a hard look at how your organization actually communicates?
On March 12, more than 30 public relations and communications professionals from across Canada joined CPRS Vancouver for a virtual Lunch and Learn with Carla S. Shore, APR, FCPRS, to explore a topic that deserves far more attention in our industry: the communications audit.
With more than 25 years of experience in strategic communications, Carla shared a practical and candid look at how communications audits work, when organizations should consider them, and what communications professionals can expect from the process.
What stood out to me right away is how underutilized audits still are, especially given how quickly communications and marketing are evolving. We are constantly focused on output, but not always taking the time to step back and assess what is actually working.
What is a communications audit?
At its core, a communications audit is a systematic review of how an organization communicates internally, externally, or both. It evaluates what is working, what is not, and where gaps exist. In many ways, it serves as a health check for the communications function.
Carla explained that most audits combine several types of research, including reviewing existing materials and policies, conducting interviews or surveys with stakeholders, and evaluating internal resources such as staffing, tools, and workflows.
What I found particularly valuable here is that audits are not just about identifying gaps. They are about creating clarity. In a landscape where teams are often moving quickly and juggling multiple priorities, that clarity becomes incredibly powerful.
When organizations should consider an audit
There are several moments when a communications audit becomes especially valuable. These often include major shifts in organizational strategy, leadership changes, mergers or restructures, or when leadership begins questioning the value and effectiveness of communications efforts.
Feedback from audiences that messages are not resonating or getting through can also be an important signal that it may be time to take a closer look.
One of the key reminders from this session is that audits should not be reactive. The organizations that benefit most are often the ones that take a proactive approach before challenges become more visible.
Internal versus external audits
One of the most interesting discussions during the session focused on whether audits should be conducted internally or by an external consultant.
While internal reviews can provide valuable insights, particularly when focused on a specific area such as internal communications, Carla noted that external audits often carry greater credibility with senior leadership. External consultants can also surface findings that internal teams may feel uncomfortable raising.
A typical external audit can take at least three months to complete and often ranges from approximately $15,000 to $30,000 depending on the scope of the work.
For smaller businesses, this level of investment is not always feasible. One point I found particularly relevant, especially from my experience working with small and growing brands, is the option of bringing in a consultant for a more focused engagement. This can be a much more accessible way to gain outside perspective, identify key gaps, and build a clearer communications strategy without committing to a full scale audit.
Navigating the politics of an audit
Communications audits can sometimes be sensitive. Carla spoke openly about the importance of managing both external pressures and internal dynamics throughout the process.
When senior leaders reduce communications to tasks such as social media or graphic design, Carla recommended presenting a clear executive summary that highlights the strategic value of communications. Building support among multiple executives can often help strengthen buy-in for the audit and its recommendations.
This was a strong reminder that communications is not just about execution. It is about positioning, influence, and ensuring the function is understood at a strategic level.
Common findings
Across many audits, Carla noted that similar themes tend to emerge. Internal audiences often struggle to find the information they need. Communications teams are frequently brought into strategic planning too late. Social media policies are outdated or missing entirely, and training is often needed.
I was also struck by how often teams operate on assumptions about their messaging. An audit challenges those assumptions and replaces them with real insight, which is where the real value lies.
Artificial intelligence is also rapidly changing communications workflows. Many professionals now use AI tools regularly, yet governance policies have not kept pace. Carla encouraged communications teams to take the lead in developing AI guidelines rather than leaving the responsibility solely to IT departments.
What if timelines are tight?
When asked whether an audit can be completed in a month, Carla was realistic about the challenge. Her recommendation was to narrow the scope, prioritize the most important audiences, and focus first on high level recommendations for leadership before expanding the analysis.
Looking Ahead
As communications continues to evolve, especially with the rise of AI, audits are becoming less of a nice-to-have and more of a strategic necessity.
In an environment where content is easier than ever to produce, the real differentiator is not volume, but clarity, alignment, and effectiveness. Communications audits provide the foundation for that.
Thank you to Carla S. Shore for sharing her expertise, and to everyone who joined us for such a thoughtful and engaging discussion.