#ICsummit13
Welcome
James Harkness,
Chair, CIPR Inside
“What gets measured gets done...”
“I have been here six months and
my manager has only spoken to
me twice...”
CIPR Inside Measurement
Matrix
Kevin Ruck, PR Academy
Channels: are they working?
How effective are your newsletters,
magazines, intranet, social media
channels, e-mail briefin...
Content: are employees getting
the information they want and
need?
Is communication timely, relevant,
accurate and consist...
Sentiment: what do employees
think and feel about the
organisation?
Is communication helping to
increase engagement? Are l...
Behaviour: has employee
behaviour been influenced by
communication?
How has it influenced their
decisions or behaviour? Ar...
Using my own initiative I carry out
tasks that are not required as part
of my job”
3.8
4.2
2.4
1.4
3
2
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
0 1 2 3 4 5
Voice
Emotional Engagement
Analysing internal social media
and links to IC strategy
Dr Jimmy Huang
Warwick Business School
Rhetorical practice as a crucial aspect of IC
Rhetor
Audience
Message
Strategic
intent
Media
Feedback
Organisational cultu...
Three telecoms examples
Case 1 Case 2 Case 3
•
– Reach versus richness
– Univocality versus multivocality
– Consumption versus coproduction
•
– Defining the degree of ...
Rhetor
Audience
Message
Strategic
intent
Social
media
Feedback
Reach vs richness
Univocalityvs multivocality
Consumptionvs...
•
•
Concluding remarks
Office internal communications
and staff engagement
dashboard
A practitioner’s guide
Guy Bailey and Janis
MacLennan, Home ...
Introductions
Guy Bailey MCIPR
Evaluation and staff engagement lead, Home Office
Janis MacLennan, CIPR
Internal communicat...
The offer
improving internal channels
linking with business objectives
tying it all together – the dashboard
Home Office i...
The approach
data gathering
problems / solutions
customer requirements
Home Office internal communications and staff engag...
Data gathering - monthly return
Problems/solutions
missing data
double-counting
spot or trend values
measuring staff feedback actions
Home Office internal...
Evaluation layers
level 1
internal comms and engagement measures
level 2
high-level staff engagement priorities
level 3
ov...
Dashboard outcomes
influencing Board strategy
improved internal channels
instilling culture of evaluation across team
shar...
Next steps…
Thank you for listening
and please get in touch for more information:
Guy Bailey MCIPR
Evaluation and staff en...
A more rigorous way of
measuring employee
engagement
Simon Elliott, BP
Twin track approach
Robust measurement framework
Consistent survey methodology
Responsive tools and techniques
Supporting ...
near term data and insights
on-going measures
long term trends and sentiment
annual tracking
SurveyWizard
How engaged are ...
Robust measurement framework
1. communication effectiveness 2. employee experience+
drives
3. understanding
what I know
4....
about BP about my
business
about my
manager & team
about me
& my job
communication
effectiveness
employee experience My ma...
Responsive tools and techniques
Governance - overview of all employee survey activity
Peace of mind - enhanced data privac...
Supporting structures
capability
community
of practice
integrated
activities
communications policy
incorporating
measureme...
Any questions?
Using measurement to support
business performance
Ghassan Karian, Karian and Box
Strategic thinking,
logically measured,
creatively delivered
About us
• We help organisations improve business performance through
securing enhanced employee engagement and involvemen...
Employee insights to inform
business decisions
We help businesses use measurement and related
insights to shape future com...
Insight at the heart
of planning
Measurement and related insights are an integral part of
effective communication and camp...
A robust engagement model
Making the link between communication
through to business performance
Powerful reporting –
joining the dotsPowerful dashboard reports
which visually and verbal
provide the key insights.
‘Jo Pu...
Communication and performance
Scorecards/dashboards for tracking the performance of
communication goals and activity.
• A ...
Business driver analysis
Reportable
safety incidents
% Absence
Analysis of the
engagement research
results against a
range...
Follow-up action
Measurement
planning as a
forward-looking
tool, rather than
for retrospective
justification.
Online actio...
www.ciprinside.co.uk
Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside
Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside
Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside
Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside
Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside
Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside
Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside
Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside
Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside
Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside
Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside
Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside
Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside
Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside
Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside
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Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside

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Slides from CIPR Inside measurement summit on 23 July 2013. Read more about the summit here: http://www.allthingsic.com/icstrategy/

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Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside

  1. 1. #ICsummit13
  2. 2. Welcome James Harkness, Chair, CIPR Inside
  3. 3. “What gets measured gets done...”
  4. 4. “I have been here six months and my manager has only spoken to me twice...”
  5. 5. CIPR Inside Measurement Matrix Kevin Ruck, PR Academy
  6. 6. Channels: are they working? How effective are your newsletters, magazines, intranet, social media channels, e-mail briefings, conferences, “town hall” type meetings, team meetings, project meetings and 1:1s? Is the channel appropriate for the content?
  7. 7. Content: are employees getting the information they want and need? Is communication timely, relevant, accurate and consistent? Is the tone of voice right? Is it open? Is it honest? What are employees interested in?
  8. 8. Sentiment: what do employees think and feel about the organisation? Is communication helping to increase engagement? Are leaders and managers trusted? Do people identify with organisational strategy and values? Are they advocates?
  9. 9. Behaviour: has employee behaviour been influenced by communication? How has it influenced their decisions or behaviour? Are they working more safely, talking more knowledgeably with customers?
  10. 10. Using my own initiative I carry out tasks that are not required as part of my job”
  11. 11. 3.8 4.2 2.4 1.4 3 2 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 0 1 2 3 4 5 Voice Emotional Engagement
  12. 12. Analysing internal social media and links to IC strategy Dr Jimmy Huang Warwick Business School
  13. 13. Rhetorical practice as a crucial aspect of IC Rhetor Audience Message Strategic intent Media Feedback Organisational culture & Institutional norms Rhetorical resource
  14. 14. Three telecoms examples Case 1 Case 2 Case 3
  15. 15. • – Reach versus richness – Univocality versus multivocality – Consumption versus coproduction • – Defining the degree of fluidity in internal communication – Paradoxical relationships (trade-offs) within and amongst each dimension – Forcing managers to make an ‘either or’ decision amongst the trade- offs Key dimensions, characteristics and implications
  16. 16. Rhetor Audience Message Strategic intent Social media Feedback Reach vs richness Univocalityvs multivocality Consumptionvs coproduction Degree of fluidity & ambidexterity Interactive feedback Rhetorical resource Organisationalculture & Institutionalnorms
  17. 17. • • Concluding remarks
  18. 18. Office internal communications and staff engagement dashboard A practitioner’s guide Guy Bailey and Janis MacLennan, Home Office
  19. 19. Introductions Guy Bailey MCIPR Evaluation and staff engagement lead, Home Office Janis MacLennan, CIPR Internal communications manager, Home Office Home Office internal communications and staff engagement dashboard , Guy Bailey MCIPR, July 2013.
  20. 20. The offer improving internal channels linking with business objectives tying it all together – the dashboard Home Office internal communications and staff engagement dashboard , Guy Bailey MCIPR, July 2013.
  21. 21. The approach data gathering problems / solutions customer requirements Home Office internal communications and staff engagement dashboard , Guy Bailey MCIPR, July 2013.
  22. 22. Data gathering - monthly return
  23. 23. Problems/solutions missing data double-counting spot or trend values measuring staff feedback actions Home Office internal communications and staff engagement dashboard , Guy Bailey MCIPR, July 2013.
  24. 24. Evaluation layers level 1 internal comms and engagement measures level 2 high-level staff engagement priorities level 3 overall engagement index Home Office internal communications and staff engagement dashboard , Guy Bailey MCIPR, July 2013.
  25. 25. Dashboard outcomes influencing Board strategy improved internal channels instilling culture of evaluation across team sharing best practice across the sector having the opportunity to speak here today!
  26. 26. Next steps… Thank you for listening and please get in touch for more information: Guy Bailey MCIPR Evaluation and staff engagement lead, Home Office
  27. 27. A more rigorous way of measuring employee engagement Simon Elliott, BP
  28. 28. Twin track approach Robust measurement framework Consistent survey methodology Responsive tools and techniques Supporting structures How we went about it
  29. 29. near term data and insights on-going measures long term trends and sentiment annual tracking SurveyWizard How engaged are employees in ‘important matters’ in BP and to what extent is this helping to build and sustain business performance ? Twin track approach
  30. 30. Robust measurement framework 1. communication effectiveness 2. employee experience+ drives 3. understanding what I know 4. confidence how I feel 5. trust what I think extent to which employees are aware of and understand the business context, priorities and what is expected of them in their job influences 6. actions what I do and how I behave impact on engagement clear long term performance focus consistent ways of working shared beliefs and behaviours underpinned by employee and workplace satisfaction BP 75%
  31. 31. about BP about my business about my manager & team about me & my job communication effectiveness employee experience My manager / supervisor treats me fairly understanding confidence trust I trust and respect the management of BP action 4 perspectives 6 measures every survey question informs one of six measures - from one of four perspectives Consistent survey methodology
  32. 32. Responsive tools and techniques Governance - overview of all employee survey activity Peace of mind - enhanced data privacy and security Efficiency - bespoke question library and standard survey templates Effectiveness - internal benchmarking capability Collaboration - user group functionality Consistency - Group required questions automatically added to all surveys ‘The BP survey tool for all employee surveys’ SurveyWizard
  33. 33. Supporting structures capability community of practice integrated activities communications policy incorporating measurement standards and requirements access to tools, techniques and processes
  34. 34. Any questions?
  35. 35. Using measurement to support business performance Ghassan Karian, Karian and Box
  36. 36. Strategic thinking, logically measured, creatively delivered
  37. 37. About us • We help organisations improve business performance through securing enhanced employee engagement and involvement • We are experts at delivering the necessary insights, strategy, and creative communications to secure employee engagement and involvement
  38. 38. Employee insights to inform business decisions We help businesses use measurement and related insights to shape future communication and engagement activity. We are also experts in engagement research and follow-up action planning.
  39. 39. Insight at the heart of planning Measurement and related insights are an integral part of effective communication and campaigns planning. We provide good practice measurement support as part of an on-going cycle, which incorporates: • Proactive research which informs communication planning, influencing the shaping of communication messages, channels and activity. • Retrospective research assesses the impact of communication on the desired
  40. 40. A robust engagement model Making the link between communication through to business performance
  41. 41. Powerful reporting – joining the dotsPowerful dashboard reports which visually and verbal provide the key insights. ‘Jo Pulse’ narrative of the numbers in ‘human speak’. Joining the dots between different data insights Any visuals are examples only and do not include real data or commentary
  42. 42. Communication and performance Scorecards/dashboards for tracking the performance of communication goals and activity. • A simple, accessible mechanism to monitor progress and communication KPIs. • A powerful tool for engaging business leaders and other stakeholders. Our performance Any visuals are examples only and do not include real data or commentary
  43. 43. Business driver analysis Reportable safety incidents % Absence Analysis of the engagement research results against a range business performance KPIs. Correlation analysis, assessing links between: • Overall engagement and different business KPIs • Specific engagement indicators and specific business KPIs (such as employee absence, turnover, safety/near miss Any visuals are examples only and do not include real data or commentary
  44. 44. Follow-up action Measurement planning as a forward-looking tool, rather than for retrospective justification. Online action planning • Easy to use • Simple to store and update • Central monitoring • Year-on-year evolution
  45. 45. www.ciprinside.co.uk
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