Internal communication screens: how should content approval work?

Installing screens in offices, production areas or shared spaces does not automatically improve the flow of information. A company must also decide who submits topics, who checks each message and who authorises publication. Without shared rules, updates are delayed, urgent requests accumulate and some content remains visible after it has expired.

The aim is not to create a burdensome procedure. An effective approval workflow protects the reliability of internal communication while remaining proportionate to the risk associated with each message. The following method provides a practical starting point.

Why formalise internal content approval?

Digital signage for corporate environments involves several departments. Human resources publishes employment information, management communicates organisational priorities, site managers share local instructions and communications teams protect editorial consistency. A request can therefore be factually correct but unsuitable in its wording, audience, location or display period.

Formal responsibilities prevent implicit approvals and last-minute corrections. They also identify the source-content owner, the person accountable for accuracy and the person who actually manages publication. In a smaller organisation, one employee may cover several of these roles, provided the responsibilities are understood.

Give every participant a defined role

• The requester provides the original information, objective, intended audience and preferred display period.
• The subject owner guarantees the operational accuracy of the message, particularly for HR, safety, quality or organisational instructions.
• The writer turns the information into a short message that can be understood at a distance and within the available viewing time.
• The approver checks the elements within their remit rather than unnecessarily rewriting the entire communication.
• The publisher schedules the dates, times and relevant screens, then removes or replaces the content when required.

A simple responsibility matrix can assign these roles to each category of message. For example, HR may approve an internal recruitment campaign, the safety manager may approve prevention guidance and the site manager may check local practical information. The communications team can then retain responsibility for presentation and the editorial calendar.

Build a six-step publication workflow

1. Define the request with one objective, an audience, a priority, a start date and an end date.
2. Collect the reference version of the information, visuals and any contact details included in the message.
3. Write and format the content according to viewing distance, screen format and likely exposure time.
4. Have the subject owner approve the substance, followed by a presentation check from the communications representative.
5. Schedule the message on the appropriate screens and check a preview before publication.
6. Archive or delete the message when it expires and, where necessary, retain its source and approval record.

Match approval requirements to the level of risk

Not every item needs the same number of approvals. Information about the staff restaurant menu may follow a short route. An announcement concerning working conditions, safety or organisational change requires more control. Applying the strictest route to every update would slow the channel without providing a meaningful benefit.

• Routine level: recurring information that follows an agreed framework and uses an approved template.
• Sensitive level: HR, safety or management messages, and topics that could be misunderstood without context.
• Urgent level: instructions that must be published rapidly through a predefined procedure and list of responsible people.

This classification must be agreed before an emergency occurs. Internal response times and an escalation rule can also be defined for situations in which the usual approver is unavailable. A named deputy is more dependable than an informal chain of last-minute messages.

Create a separate process for urgent communication

Urgent communication should not simply bypass the normal workflow. It requires its own shorter, prepared route. The organisation can define who initiates publication, which screens take priority, which template is used and who confirms the end of the alert. The message should contain an explicit instruction, an identifiable source and, where relevant, a time of update.

It is equally important to distinguish a genuine emergency from a late request. Content submitted too late for the normal schedule does not automatically become a priority. This rule protects screen readability and prevents important information from being repeatedly displaced by the latest request received.

Support the process without multiplying tools

Tracking can begin with a request form and a shared editorial board. Essential fields include the owner, target audience, relevant sites, status, publication dates and expiry date. A naming convention and a dedicated source folder reduce version errors. The digital signage platform is then used to schedule approved material.

Developed by ALLSAN, SanDisplay software can be used to create, schedule, distribute and remotely supervise content across a screen network. It can support the operational stage of a clearly defined editorial workflow, but software does not replace the message owner or the company’s approval rules.

What to include in an editorial policy

• The authorised content categories and the topics that require enhanced approval.
• The minimum lead time for a standard request and the procedure used for urgent communications.
• Rules covering readability, tone, length, visual identity and display duration.
• Responsibility for checking names, dates, contact details, links or displayed codes before publication.
• The review frequency for recurring content and the process for removing expired messages.

Three common questions

Does management need to approve every message?

No, unless the organisation chooses this approach for specific sensitive categories. Explicit delegation and pre-approved templates make routine communication faster without relinquishing control over the channel.

Who is responsible when information becomes outdated?

The subject owner should report any change, while the publisher must schedule an expiry date or remove the item. Recording both responsibilities prevents each participant from assuming that the other will handle it.

How should a multisite organisation begin?

Start with a few message categories and establish what is controlled centrally and what belongs to local teams. Test the workflow within a limited scope, identify bottlenecks and adjust responsibilities before expanding it. To structure publication across your screen network, you can discuss your project with ALLSAN.