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/

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 Presentation Transcript

  • 1. #ICsummit13
  • 2. Welcome James Harkness, Chair, CIPR Inside
  • 3. “What gets measured gets done...”
  • 4. “I have been here six months and my manager has only spoken to me twice...”
  • 5. CIPR Inside Measurement Matrix Kevin Ruck, PR Academy
  • 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. 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. 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. 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. Using my own initiative I carry out tasks that are not required as part of my job”
  • 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. Analysing internal social media and links to IC strategy Dr Jimmy Huang Warwick Business School
  • 13. Rhetorical practice as a crucial aspect of IC Rhetor Audience Message Strategic intent Media Feedback Organisational culture & Institutional norms Rhetorical resource
  • 14. Three telecoms examples Case 1 Case 2 Case 3
  • 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. 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. • • Concluding remarks
  • 18. Office internal communications and staff engagement dashboard A practitioner’s guide Guy Bailey and Janis MacLennan, Home Office
  • 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. 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. The approach data gathering problems / solutions customer requirements Home Office internal communications and staff engagement dashboard , Guy Bailey MCIPR, July 2013.
  • 22. Data gathering - monthly return
  • 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. 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. 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. 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. A more rigorous way of measuring employee engagement Simon Elliott, BP
  • 28. Twin track approach Robust measurement framework Consistent survey methodology Responsive tools and techniques Supporting structures How we went about it
  • 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. 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. 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. 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. Supporting structures capability community of practice integrated activities communications policy incorporating measurement standards and requirements access to tools, techniques and processes
  • 34. Any questions?
  • 35. Using measurement to support business performance Ghassan Karian, Karian and Box
  • 36. Strategic thinking, logically measured, creatively delivered
  • 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. 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. 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. A robust engagement model Making the link between communication through to business performance
  • 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. 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. 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. 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. www.ciprinside.co.uk