The Power of Communication in Information Governance

Information governance isn’t a “set it and forget it” program, it only works when people understand it, trust it, and apply it every day. Technology can automate classification, retention, and disposition, but it can’t replace human judgment in the moments that matter: what gets created, where it’s stored, who it’s shared with, and how quickly it can be found. 

That’s why effective governance has to be cultural, not just technical. When employees have clear guidance for handling information, especially high-volume Collaboration and communication data. Organizations are better positioned to meet regulatory obligations, improve data quality, and reduce legal and security risk. 

Here are practical strategies to sharpen your policies, strengthen data hygiene, and build workforce engagement that actually sticks. 

Define Policies and Procedures in Information Governance 

Clear, accessible policies and procedures are the foundation of Information Governance, and a prerequisite for an Effective Strategy. 

Strong governance policies should spell out: 

• What data you have and what it means (classification and sensitivity) 

• How long data must be kept (retention requirements and legal holds) 

• Who can access the data (security and role-based access) 

• How the data should be protected (encryption, DLP, secure sharing) 

• When and how the data is disposed of (defensible deletion and disposition workflows) 

The most important part is communication. Policies that live only in a PDF nobody reads don’t protect you. Make policies easy to find, easy to interpret, and embedded into everyday workflows with plain-language summaries, quick-reference guides, and periodic refreshers. 

Make Information Governance Policies Usable (not just official) 

To increase adoption of policies, translate the language into real-life scenarios that employees recognize: 

• Where should I store this file? 

• Can I share this externally? 

• How do I label this message? 

• What do I do if someone asks me to delete something? 

If employees can’t answer those questions quickly, policy compliance becomes guesswork. 

Improve Data Quality and Accuracy in Information Governance 

Information governance is also a data quality program. When organizations enforce consistent standards for data creation, storage, deletion, and retrieval, they reduce: 

• Errors (wrong versions, missing metadata, misclassification) 

• Inconsistencies (different naming conventions, duplicate sources of truth) 

• Redundancies (duplicate files, uncontrolled copies, excessive ROT data) 

Higher-quality data improves decision-making and lowers compliance risk. It also reduces the operational friction of responding to audits, internal investigations, and eDiscovery requests. 

Where Data Quality Breaks Down Most Often  

In many environments, Information Governance and data quality break down not because of bad intent but because of convenience: when speed is rewarded, and guardrails are unclear, people default to whatever gets the work done fastest. 

• Files saved locally “just for now.” 

• Sensitive content shared in chat or email without labeling 

• Teams inventing their own folder structures and naming conventions 

• Multiple “final” versions of the same document 

Information Governance addresses these issues by standardizing how content is created, labeled, stored, and managed so the compliant choice becomes the default, not the extra step. 

The Role of Employee Training and Awareness in Information Governance 

A well-informed workforce is the difference between a governance program that looks good on paper and one that holds up under pressure. 

Training shouldn’t feel like a one-time compliance checkbox. It should give employees practical, role-relevant guidance and reinforce why governance matters, especially when deadlines, customer expectations, and daily workload compete for attention. 

Develop and Implement Training Programs for Information Governance 

Effective training programs for information governance start with a needs analysis. Different groups interact with information in different ways: 

• Legal teams care about defensible retention, holds, and auditability

• IT and security care about access, protection, and system controls 

• HR handles high-sensitivity personal data 

• Sales and customer success live inside collaboration platforms and email 

A strong curriculum typically covers: 

• Data classification (what’s sensitive and why) 

• Retention (what must be kept and for how long) 

• Security (access, sharing, and approved systems) 

• Data purging (defensible deletion and reducing ROT) 

• Consumer privacy (handling personal data responsibly) 

To make training stick, include practical examples and short case studies that show real consequences: 

• A mislabeled document shared externally 

• A retention failure that increases legal exposure 

• A delayed eDiscovery response due to scattered data 

Also, revisit training regularly, especially when regulations change, new tools are introduced, or business processes evolve. 

Make Information Governance Training Continuous and Lightweight

Instead of one annual course, consider a layered approach for information governance training: 

• Short quarterly refreshers 

• Role-based modules for high-risk teams 

• Quick “micro-lessons” inside collaboration tools 

• Targeted follow-ups after policy changes 

This keeps governance present without overwhelming the workforce. 

Raise Awareness and Build a Culture of Information Governance Compliance 

Promoting a culture of compliance requires more than training. It requires consistent reinforcement and a shared sense of responsibility. 

A few ways to drive lasting awareness: 

• Leadership modeling: When leadership follows policy visibly, employees take it seriously. 

• Open communication: Encourage questions and normalize clarifying the “right way” to handle information. 

• Positive reinforcement: Recognize teams and individuals who demonstrate strong compliance habits. 

• Clear escalation paths: Make it obvious who to ask when something is uncertain (Legal, Security, IG owners). 

Importantly, compliance culture works best when employees understand the “why.” People are far more likely to follow retention and privacy rules when they see how it protects customers, reduces organizational risk, and avoids expensive disruptions. 

Conclusion 

Technology is essential for managing information at scale, but employees are the backbone of an organization’s compliance efforts. 

When policies are clearly defined, easy to follow, and reinforced through training and ongoing awareness, information governance becomes a business capability, not a burden. The payoff is substantial: lower risk, better data quality, smoother audits and investigations, and a stronger foundation for long-term success.