Biting the hand that starves us. Presented by Laoise O’Murch ú EuroComm 2011
“ Internal communications is the strategic development of mutually beneficial relationships with multiple employee stakeho...
The Findings  <ul><li>The CEOs’ perspective </li></ul><ul><li>The Communicators’ perspective </li></ul><ul><li>The employe...
CEO’s Perspective Case Studies CEO Support  A 9/10 B 10/10 C 10/10 D 8or9/10
CEOs and ROI <ul><li>“ No tangible measurements” </li></ul><ul><li>“ It’s important but other items can take priority”  </...
Communicators Perspective  <ul><li>No strategic plan  </li></ul><ul><li>Vague aims:  </li></ul><ul><li>“ Increase employee...
Planning and Listening NO NO NO NO SMART Objectives Case Studies Communication Needs A NO B NO C  NO D YES
Selecting the Right Tools  <ul><li>Busy with outputs rather than outcomes   </li></ul><ul><li>Intranet </li></ul><ul><li>S...
Employees viewpoint  <ul><li>“ Communication is a tick box exercise” </li></ul><ul><li>“ Management just go through the mo...
What could be improved? Strategic/  SMART Tools/  Two way  Measure/  continuous Leadership  Role
YES WE CAN. Presented by Laoise O’Murch ú http:// ie.linkedin.com/in/laoise
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Rigorous employee research

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Laoise o'Murchu, Communications and Public Relations Manager at Tallaght Hospital

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Rigorous employee research

  1. 1. Biting the hand that starves us. Presented by Laoise O’Murch ú EuroComm 2011
  2. 2. “ Internal communications is the strategic development of mutually beneficial relationships with multiple employee stakeholders, on whom the organisation’s success depends, by the use of measurable methods of communication.”
  3. 3. The Findings <ul><li>The CEOs’ perspective </li></ul><ul><li>The Communicators’ perspective </li></ul><ul><li>The employees’ perspective </li></ul><ul><li>What the results tell us. </li></ul>
  4. 4. CEO’s Perspective Case Studies CEO Support A 9/10 B 10/10 C 10/10 D 8or9/10
  5. 5. CEOs and ROI <ul><li>“ No tangible measurements” </li></ul><ul><li>“ It’s important but other items can take priority” </li></ul><ul><li>“ Can’t state in measurable terms how it adds value to the organisation” </li></ul><ul><li>“ Need to become more strategic” </li></ul>
  6. 6. Communicators Perspective <ul><li>No strategic plan </li></ul><ul><li>Vague aims: </li></ul><ul><li>“ Increase employee engagement” </li></ul><ul><li>“ Improve employee awareness of their role” </li></ul><ul><li>“ Increase awareness of the organisation’s strategy” </li></ul>
  7. 7. Planning and Listening NO NO NO NO SMART Objectives Case Studies Communication Needs A NO B NO C NO D YES
  8. 8. Selecting the Right Tools <ul><li>Busy with outputs rather than outcomes </li></ul><ul><li>Intranet </li></ul><ul><li>Staff briefings </li></ul><ul><li>Newsletter </li></ul><ul><li>Engagement Survey </li></ul><ul><li>Social Media </li></ul>Measurement, evaluation and two-way communication
  9. 9. Employees viewpoint <ul><li>“ Communication is a tick box exercise” </li></ul><ul><li>“ Management just go through the motions” </li></ul><ul><li>“ Some parts of the organisation are better at communication than others.” </li></ul><ul><li>“ They don’t really want to hear what we have to say” </li></ul><ul><li>“ If I had a good idea I think they would listen to it”. </li></ul>
  10. 10. What could be improved? Strategic/ SMART Tools/ Two way Measure/ continuous Leadership Role
  11. 11. YES WE CAN. Presented by Laoise O’Murch ú http:// ie.linkedin.com/in/laoise
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