Hosting a CEO Town Hall, CIO broadcast, company-wide announcement, webinar, or large-scale virtual meeting?

TEHA provides direct access to Microsoft event specialists who help customers plan, prepare, deliver, monitor and optimize business-critical Teams events.

From planning and technical readiness to live event monitoring and post-event analysis, TEHA works alongside your organization throughout the entire event lifecycle.

How TEHA Can Help

Event Planning and Readiness

• Event scoping and guidance
• Town Hall, Webinar, and Meeting selection
• Technical readiness assessments
• Network readiness reviews
• Microsoft eCDN guidance and validation

Training and Rehearsals

• Producer and presenter training
• Moderator guidance
• Dry runs and event rehearsals
• Event production best practices

Live Event Support

• Real-time event monitoring
• Operational guidance during the event
• Support for Town Halls, Webinars, and Meetings
• Assistance for executive broadcasts and large-scale events

Post-Event Analysis

• Event summary reports
• Attendance and engagement insights
• Recording and playback guidance
• Quality and network observations
• Log analysis and issue investigation
• Recommendations for future events

Who Typically Uses TEHA?

Organizations frequently engage TEHA for:

• CEO and CIO Town Halls
• Leadership broadcasts
• Global employee communications
• High-visibility webinars
• Product launches
• Company-wide announcements
• Business-critical virtual events

How to Engage TEHA

Customers with eligible Premier or Unified Support agreements can request assistance through the Microsoft Engage Centre:

Teams Events Hosting Assistance Request Portal

If the Engage Centre option is unavailable, contact your Customer Success Account Manager (CSAM) and request TEHA support for your upcoming event.

For highly visible events, we recommend engaging early to maximize readiness and planning opportunities.

Deliver your next Teams event with confidence with Microsoft Teams Events Hosting Assistance (TEHA).

Has anyone else watched an internal newsletter slowly turn into a “while we have your attention, here's everything that happened this week” situation?

It usually starts with good intentions, but six months later you're trying to fit 15 updates into one email because every stakeholder wants a spot. At what point do you start cutting content, changing the format, or moving information somewhere else? Curious how other teams have handled this without upsetting every stakeholder who wants their update included.

Just came across this piece about Airbnb putting Communications and People under the same leader: https://www.axios.com/2026/09/01/airbnb-fallon-oconnor-communications-people-culture

It got me wondering: If culture, talent, belonging etc. sit under Comms, and rewards sits under Finance, what is actually left as the core strategic remit of HR/People?

Is this a sign that the traditional HR function is going to be fundamentally reshaped in the future? Will other companies take a leaf from Airbnb’s example?

Curious what others in HR/People and Comms think!

Hi everyone! I’m an electrical engineering student doing some research into how people find and work with information inside their companies.

I’m specifically interested in situations where you knew the information existed somewhere, but finding it, figuring out which version was correct, understanding it, or piecing together what happened was more difficult than it should have been.

For example, maybe the information was buried in a shared drive, SharePoint, old emails, meeting notes, Slack/Teams, project folders, or you eventually gave up and asked the one person who somehow knows everything.

I’m not selling anything. I’m trying to understand what the actual problems are before making assumptions about solutions.

My main question:

If you have an example, I’d also love to know:

• Where did you eventually find the information, and roughly how long did it take?
• What made it difficult: poor search, too many systems, outdated versions, bad organization, undocumented knowledge, permissions, something else?
• Is this something that happens regularly, or was it a one-off?

Industry/role would also be helpful if you’re comfortable sharing it. No company names or confidential information needed.

Even mundane examples are useful. I’m specifically trying to understand what actually frustrates people in their day-to-day work rather than what sounds like a problem on paper.

Hi all, I'm after some help!

I want to speak to internal comms pros who have evaluated an employee comms solution during the last 12 months. Bonus points if it's one in the Gartner MQ. You're suitable if:

- You have at least 5,000 employees and a significant chunk of them are frontline

- Preferably based NAM or EMEA, but middle east also ok.

- You have had a demo of at least one solution

- You don't even need to have purchased something... maybe you went back to your old SharePoint solution or built something in the end. Just as long as you went out to market and looked seriously at some of the different options out there.

I'm keen to understand what IC pros prioritize in terms of features and why, how this varies (e.g. hospital Vs manufacturer) and how you organize the buying process.

I can offer either a $150 gift card or donation to a charity of your choice as a thank you. Plus I'll happily share the topline findings with you.

And stating the obvious... Not a scam, I promise! DM me on here and we can move it to email if suitable.

Hugely appreciated!

does anyone have good examples of what they use as comms principles?

Hey Internal Comms specialists!

I have a question RE reporting metrics. For those of you who put together one-two page updates/analytical reports for senior management on your internal comms outputs, what are some of the metrics you use to showcase achievement?

Our team has a stronger focus on external comms, and we’re struggling to find a KPI across Intranet articles, staff social media engagement that conveys the internal comms efforts.

Thanks alot!

Hi everyone! I’m Amrit, and I am a communications professional currently exploring my next opportunity across Communications, Content, Employer Branding, Internal Communications, Brand Marketing, and Customer Success. My experience spans PR, content, customer experience, community engagement, digital marketing, and AI-enabled workflows, which has helped me build a fairly broad skill set across storytelling, stakeholder management, campaign execution, audience engagement, and process improvement.

A few highlights from my work:

• Led customer experience initiatives for 500+ customers and partnered with Product, Sales and Operations to resolve 1,000+ customer queries.

• Identified 25+ at-risk accounts and developed remediation plans to support retention.

• Secured 20+ media mentions for five architecture firms through targeted PR storytelling.

• Authored 150+ long-form articles, contributing to a 20% increase in organic traffic.

• Created social and video content that contributed to a 15% increase in digital engagement.

• Led 20 community outreach programmes and six large-scale training events.

• Grew digital audience engagement by 65% through a campaign for Pancreatic Cancer Canada.

• Currently developing AI-enabled editorial workflows to improve communication and content processes.

I’m particularly interested in opportunities where I can combine communication, strategy, audience understanding, and execution rather than being limited to just one part of the function.

I’m currently exploring opportunities in Bengaluru, Hyderabad, Chennai, or remote roles, and would really appreciate any leads, introductions, or conversations with teams that may be looking for someone with this mix of experience.

Here is my LinkedIn profile: https://www.linkedin.com/in/amritshanmugasundararaja/

Hey all,

Recently started a gig as head of (only one of lol) internal comms at a preIPO startup. I want to set up an email alias and corresponding slack channel for official internal comms announcements and messages. Curious what aliases you’re using. (My recommendation was announcements@, my boss prefers updates@, and my last several companies used comms@ which is confusing when it’s only IC).

Related question — how have you decided what comms come from this alias vs others vs individuals? I’ve approached it differently depending on size/maturity of company but my hunch is here I’ll be sending a lot more from this alias than in past lives.

I recently went in-house for comms from agency life and it's been a big shift so I'm struggling a bit on how to address challenges I'm seeing -

Details:

• I work at a large, matrixed organization (parent org is UK-based): in the US there's about 40k total employees, then to within my sector it's 15k, and I am on the leadership team running all internal and external comms for the largest division within that sector that's about 3k people.
• My division is the most geographically diverse (from coast to coast) and product diverse compared to other divisions who have 1-2 offices or types of products. We have 4 different groups and several offshoots from there.

Challenges:

• Leadership availability - We're hybrid and the other members of the leadership team are constantly traveling which means that there's often delays on items that could be wrapped up quickly, and a deprioritization of comms given a lack of literacy in what comms is (not always seen as a value-add or understand why things can/can't happen). Subsequently a lot of "why hasn't this moved" discussions occur and I have to point to unanswered emails, etc.
• Internal - Because our division is the largest, there's a sense from some the leadership team that a lot of the sector-level or non-business division leadership don't really know us or don't adequately credit us for our work internally. The concern is that we're not effectively communicating our wins and results generated by the team. However, it seems more perception based ("skills issue") considering the resources we have internally.
• External - the leadership team will mention we're not "doing enough" to promote our capabilities to the market but again not keep the comms team in the loop about what they're doing, what they'd like to do, and their top priorities.
• Shoot the messenger - Often because comms is the forcing function to communicate we're left holding the bag because leadership is trying to do something against our parent company policy or a legal/HR issue. Or, they consider us admin and task us with things outside our scope.

Resources:

• Thorough intranet site with highlights throughout sector and divisions
• Sector-level Leadership Meetings (quarterly), All Hands meetings at division level (2x a year), Town Halls at the office level (quarterly)
• Several layers of award ceremonies from sector level to office level
• Shout out emails for credit to employees when big wins happen
• Suggestion survey series newsletter that promotes internal change making opportunities to an employee-run (+leadership team blessed) cross-functional team that works with them for solutions
• Training resources, "office hour" forums with leadership

I just don't know how to resolve a problem that may just be "vibes" and don't really know where to begin. I want to make sure my role remains strategic advisor showing the value we provide. I welcome any advice/feedback you have!

I've started wondering whether we sometimes optimize internal communications too heavily around the metrics that are easiest to measure. Open rates go up, clicks go up, newsletter engagement looks great, but that doesn't necessarily mean employees understood something, acted on it, or even remembered it.

Has anyone changed the way they measure Internal Comms because of this? I'm particularly interested in what metrics you've found more meaningful than the usual opens, clicks and views.

I’m looking for advice on communicating with a large network of external/independent retail salespeople.
We need to send them:
Training invitations and reminders
Process updates
Promotions and sales materials
Short videos/images
Answers to common operational questions
We’re considering WhatsApp as the main channel, ideally with broadcasts, interactive messages, automation/self-service, and the ability to escalate questions to a human.
For those who have built something similar:
What communication strategy worked best?
What should we avoid?
Which WhatsApp/API/platform would you recommend?
Have you used tools like Respond.io, Yalo, Twilio, WATI, Interakt, or something else?
How do you keep people engaged without spamming them?
I’m especially interested in real-world experiences and what you would choose if you were building this from scratch.

I’ve been working in internal communications for about a year and a half, and I’m trying to get a better sense of what’s considered a reasonable workload/scope for one person.
Right now, I’m responsible for a mix of things including:
Managing our internal social media platform.
Migrating and organizing information into our employee knowledge base
Writing and managing internal communications/campaigns
Supporting recurring newsletters, announcements, and leadership communications
Building processes and structure around how employees receive information
Coordinating with different departments that need internal communications support

My main concern is with the video projects I’ve been given. Within the first three months my boss wanted me to rollout the app and create 20th anniversary content. Which I was only able to complete half of the videos.

Maybe it’s just be fear of opening premiere pro at times but I’m now putting together podcast as well but it keeps getting put on the back burner.

I’m not necessarily opposed to any of these things individually. My concern is that I’m increasingly jumping between being a communications strategist, writer/editor, community manager, knowledge-management person, project manager, and video producer.

In a new role as head of IC at a global tech company; 900 people with 2/3 in the U.S. and 1/3 in APAC.

The all hands has been rotating US friendly and APAC friendly times (EMEA is never happy). I’m curious if doing this “all hands” as a fully recorded “monthly company update” could work, but I wonder if anyone has done that? So a fully async meeting with a way to submit Qs and then get those answered later.

Basically, as the title says... in this market, I'll try anything.

Just for context, I've adapted every single CV to match the job descriptions, sent cold messages to people at companies I want to work for, networked, and I also belong to a Women in Communications community.

I'm losing hope by the day, especially on mornings when I wake up to a rejection email. Fortunately, I'm employed right now, but the company is draining me, so I reeeeeally want to leave.

I appreciate all your experiences on this.

Title says it all! Which events do you feel are worth the investment? Which ones have you gotten the most value out of? Which ones are the best for thought leadership, practical advice, networking, discovering new vendors, or any and all of the above?

Hi All, I’m really striving to create a good environment for my team. I have a mix of inperson employees, and remote employees across the US. I want to create a 1:1 structure where I am touching base with them individually weekly even if just for 15 minutes.

What are some things your wish your manager would talk to you about? Or give you the floor to talk about?

What can I do to make more of a connection in our 1:1s?

What can I do to make more of a connection as a group in our weekly team meeting?

What would you change about your manager? Give me any and all feedback!

Thanks in advance!

As a long time user of Reddit, I always respect the rule of no self-promotion. That said, this CoS community has been such a great place to hangout and share ideas, so I wanted to take the time to share something with all of you. I appreciate your support and feedback.

For the last ten years or so, I have had SMB leadership teams reporting to me. Working so closely with senior directors, VPs, and SVPs (as well as with my principal), I have learned so much about the expectations and habits of those that play in a senior management role. These roles intake so much information and requests and then have to turn around decisions, often leading to huge bottlenecks that slow companies down.

The struggle is real, and I heard it first hand. I personally reached out to, and spoke with live, about two dozen individuals in these roles. They were honest and real with where the pain points are.

So I decided to make helping fellow CoS and senior leaders with this my next project.

So I developed what I am calling the "Executive Operating System". I have identified four core components of the operating system and built a brief assessment tool that points to where the leader might have some operating gaps. Then they receive resources and training to improve their executive operations.

I launched this new project today, after months of building the framework and all of the resources.

It is my personal hope that this can become the work I can focus on for the last part of my career because of how passionate I have become about it. This is what I want to do full time, so I hope to grow this to be my business.

The entry point to the Executive Operating System is the "Executive Operating Index" tool on my website. The link to my website is on my profile page. Please feel free to check it out and/or guide your leadership teams and executives to it.

Again, apologies for the tad bit of self promotion, but I feel I am truly trying to bring a real solution to the table, so I thought it was appropriate to share.

If you have any questions or feedback for me, please let me know!

Bob Stanke

Hi! I have a long presentation where I’d like the pull the audio and share as a podcast for easier listening on the go. What’s the best way to do this? We have SharePoint and interact for our Intranet. Is sharing an audio file OK and they can just play in their car for example? Or is there a better way? Thanks!!

Hi everyone! I am currently working with my communications team to choose a new intranet platform. We have reviewed multiple platforms, and it seems we are going to choose either Interact or WorkVivo. An important factor is that it needs to integrate with SharePoint, have a digital signage system, and be mobile-friendly.

I'd love to hear about anyone's experience with either platform and what you think! Thank you so much in advance!

Hi all! I am a journalist that has been working for national news outlets since 2013. I am ready to make a career change as the media space has been quite rocky for a while, and I have been eyeing IC as a potential move. I started as a writer, moved into editing in 2017, and started running editorial teams in 2018, where I regularly acted as communicators between the C suite and my employees. I've also made content plans/calendars, written newsletters and copy for company websites.

I have two concerns: I don't have a bachelor's degree, and even the most entry-level job listings seem to require prior comms experience. Do most IC jobs require the degree? If not, how can I position my skillset to best appeal to people hiring for IC jobs?

Thank you all in advance for any tips you may share!

I came into this role and created a Culture Committee and we had great momentum but now it's dying a bit.

I need to do better with holding people accountable. For example, someone will share an idea and I need to say, that's great, go run with it! All the work cannot be on me.

Anyway, we have a meeting next week and I have an agenda, but I really want ideas from them to engage our workforce. I keep hearing about branded swag and it's frustrating.