The human resources (HR) literature has highlighted the need to design fitted HR strategies, which are understood as organizations’ consistently defined strategic orientation to their external environment and internal resources to manage their human capital (Monks, Kelly, Conway and Flood, 2013). Nevertheless, the strategy is an insufficient condition to ensure the strategic contribution of HR management (HRM) practices. More research is needed to analyse the internal mechanisms through which HR strategy is formulated and implemented (Lengnick-Hall, Lengnick-Hall, Andrade and Drake, 2009). Specifically, HR strategies are usually defined at the strategic apex of the organization to be transmitted to the rest of the firm through different hierarchical levels and managers. However, the central meaning of the HR strategy may change in this intricate dynamic system, which leads to at least three conflicting messages at the formulated, implemented and individual-perceived levels (Nishii and Wright, 2008). The differences between these three levels of interpretation can cause organizations to lose the original meaning of the HR content, which produces a disconnection between what was designed and the results of HR action (Khilji and Wang, 2006). To manage this misalignment, communication is particularly relevant because it operates as a crucial link between the formulation and implementation stages (Den Hartog, Boon, Verburg and Croon, 2013). The purpose of this study is to deepen our understanding of determinants conditioning internal communication in the HRM context. In this way, we focus on how HR decisionmakers’ characteristics influence communication implementation to improve HRM system consistency. That is, how proper communication may ensure that HR contents are perceived clearly and integrated enough to have the potential to guide other managers’ and employees’ behaviours towards organizational goals. For this purpose, we consider HR managers’ perspective as especially relevant because they are experts and responsible for the HR area (Cohen, 2015); therefore, they are the main person in charge of HR communications. In doing so, we cover two main calls from the literature regarding the role of HR managers in current organizations, i.e., the inclusion of other core executives in addition to chief executive officers or chief financial officers (Abatecola and Cristofaro, 2016), to identify an alternative explanation for different strategic processes such as internal communication in the HR context. Moreover, this perspective leads us to reinforce the current strategic importance of HR professionals in current companies (Aldrich, Dietz, Clark and Hamilton, 2015).