Sample communication audit, a service I provide at Bridge Communications Consulting. I assist small businesses or individual to assess and inventory their current communication channels, targeted audience and future goals. Once completed, I would make professional recommendations to meet their future communication goals through adding, changing or deleting channels. As an extended service, I will assist in setting up the communication channel including executive presentation/bios or social media platforms.

1. Communication Audit
Performed By: Christine Drake
Bridge Communications Consulting
Date: November 2015
Client:
ABC Company
2222 99th Ave NE
Bellevue, WA 98004
425.794.3000
Table of Contents
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2. • Introduction….. 3
• Client Background….. 3
• Approach….. 5
• Observations….. 9
• Recommendations ….. 11
Introduction
A communication audit is performed for an organization with the objective of
evaluating existing communication channels and identifying value added
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3. communications going forward. In other words, what is working, what requires
change, and what needs to be implemented?
Christine Drake, Director of Marketing and executive teams from Parker| Smith|
Feek will identify objectives, discuss expectations, and coordinate strategy to lay
the groundwork for a successful project. Evaluations and analysis are based on
industry trends, best practice principles, communication standards, and next
generation opportunities.
Background
Founded in 1937 by James Doe, Parker, Smith & Feek is one of the 100 largest
insurance brokerage firms in the nation. Privately owned and headquartered in
the Pacific Northwest, the firm has world class resources with global reach. Our
primary focus is the protection of our clients’ assets. And, to that end, we offer
business insurance solutions across multiple industry sectors. From employee
benefits and surety to claims management and workers’ compensation, our
insurance and risk management knowledge and service expertise are unmatched.
Parker, Smith & Feek is a licensed brokerage firm in all 50 States with 185
employees at their headquarters in Bellevue, Washington and satellite office in
Anchorage, Alaska. They gross over $300 million in policy premiums annually,
celebrate numerous industry awards, and are ranked in the “Top 100 US
Insurance Brokers,” Business Insurance.
Within our team, there are three generations growing a successful company
together. Implementing time honored best practices coupled with state-of-the-art
technology and next-generation services; we serve our clients in protecting what
matters to them whether business or personal. We hold our tradition near to our
hearts as we support and develop our people so that they will support our clients
with great passion.
Background Cont’d
Mission Statement:
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4. “At Parker, Smith & Feek, we guide our clients to make informed risk
management decisions and develop innovative insurance, surety and employee
benefits solutions uniquely suited to their business needs.”
Logo and Tag Line: “Different by choice, Unique by tradition”
Logo deleted for privacy
Industry Focus:
Our industry focus has developed along with the business community in the
Pacific Northwest. While we began in the industry as experts in construction,
today we provide services to a broadly diverse collection of industries and have
specific knowledge and expertise in each. As we have grown, this knowledge has
been concentrated into “practice groups” whose cross-disciplinary staff members
are active in the professional and trade organizations that support these
industries. We understand the level of industry expertise one must have to
develop the necessary insurance and risk management solutions. At Parker,
Smith & Feek, we pride ourselves on our deep knowledge of each industry we
represent and are confident that we can provide unparalleled services to any
client.
• Construction
• Energy/Power
• Environmental
• Financial Services
• Food Processing
• Forest Products
• Retail Business
• Real Estate
• Technology
• Healthcare & Life Sciences
• Hospitality
• Manufacturing
• Marine
• Not-for-profit
• Private Equity
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5. Background Cont’d
Culture:
Our clients look a lot like us. (Some can even finish our sentences.) They
recognize that we share the same values. We treat one another with respect and
help each other get even stronger and better at what we do. We know the integrity
and honesty it takes to do the right thing. Our culture is what ultimately creates
the trust that bonds our clients to us and offers the assurance that we will be
there when they need us.
“It is the best company I've ever worked for. I think it is nice they dedicate so much to their
employees. It reflects on customer service. The better I'm treated, the better I treat clients and I
love working here. I plan on staying here for as long as I can.”
"I would say it is nice to work for a small regional company rather than a corporate company
because you're a home office and get to do what's right for the customer, not what's right for the
corporation. I get to work with highly capable professional people, focused on working together to
do the right thing for the customer.”
Approach
Parker| Smith| Feek mission statement will serve as primary focus of audit. We
will leverage current areas of expertise, strengths, and future growth
opportunities to launch new communication initiatives. The following activities
help us determine which communications are revered as credible and most
valuable closing the gap between current and ideal states.
Discovery Phase: Where are we and where are we going?
Intake and Assessments-
1. Individual Consultation with Executives and Leadership
2. Focus Groups with Each Business Unit – Support Staff, Professionals,
Brokers
3. Observations- Workshops, Seminars, Classes, Webinars
4. Internal/External Communication Survey
5. Communication Documents Inventory
6. Review Talent Acquisition and Retention Strategies
Approach cont’d
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6. Intake Consultation with Executives and Leadership- face to face or
phone interviews (sample questions)
1. How would you rate the following communications produced by your
business unit?
2. Can you think of a competitor or other company (maybe a previous
employer) who produces great materials? What makes them great?
3. What types of communication channels or documents do you think are
missing or that PS&F should pursue?
4. What types of communication vehicles are working?
5. What are the communication goals of PS&F?
6. Where do you go when you want to know about company information
– do you ask someone, call HR or look on the Intranet? Bulletin board?
7. Do your communications support the overall strategic plan for PS&F?
8. Are you reaching key audiences with your messages and moving them
to action?
9. Who is responsible for communications? Which ones?
10. What do you hope this communication audit will reveal?
11. Place your communications in the following categories- informative,
educational, transactional, or promotional
Focus Groups:
Focus groups are a form of qualitative research where a facilitator organizes an
interactive discussion to document strengths, weaknesses, opportunities, and
threats perceived by each business unit. The goal of a focus group is to encourage
active participation of all members in an effort to validate perception saturation
and gain insight from feedback that challenges the status quo.
Discussion is informal, open, and dynamic with each business unit. Questions
identified in the intake consultation will drive conversation.
Summary of findings and analysis of focus group findings would appear here.
Observations:
Observation is a form of ethnographic qualitative research aimed at studying
participant’s behavior, body language, and acceptable norms while in their
natural environment. In other words, observing is an informal structure where
the observer is typically removed from the situation and non-participatory.
Approach cont’d
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7. The observation technique serves as a holistic approach, studying participants in
context to gain a better understanding of the culture. This is accomplished
through the following observation scenarios:
1. Work Group Meetings
2. Classes
3. Seminars
4. Speaking Engagements
5. Presentations
6. Strategy Sessions
7. Webinars
Summary of findings and analysis of observations would appear here.
Internal/External Survey:
The purpose of a survey is to collect and evaluate data as a way of benchmarking
standards. Surveys are a form of quantitative research and complement the
qualitative research obtained through the focus groups, interviews, and
observations.
The goal of the survey is to measure both internal and external customer
satisfaction and sentiment by collecting feedback to determine communication
preferences, assess needs, and implement a strategic plan going forward.
Surveys can be conducted via email, online, direct mail, telephone, or in person.
Summary of findings and analysis of surveys would appear here.
Communication Documents Inventory:
The purpose of a communication inventory is to identify the strengths and
opportunities with existing communication platforms. The communication
inventory is a vital step in evaluating current standards including tone, branding
strategy, grammar, and logo use. This information is then reviewed to identify
target audience and purpose of communication.
It is important to capture all formal and informal communication documents and
channels utilized, in order to lay the framework for value-added communication
moving forward.
Approach cont’d
Examples of documents audited would include:
1. Letterhead 2. Internal Emails
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8. 3. Email Marketing
4. Direct Mail
5. Newsletters
6. Social Media
7. Articles
8. Website
9. Client Letters
10. Brochures
11. Flyers
12. Executive Bios
13. Webinars
14. Speaking Engagements
15. Presentations
16. Seminars
Summary of findings and analysis would appear here.
See Appendix A- Communication Inventory and Appendix B- Website Audit
Talent Acquisition and Retention Strategies:
I know what you are thinking what does talent acquisition and retention
strategies have to do with a communication audit? However, this is an opportune
time to involve your workforce as they are the ones that will support and carry
out the changes implemented and become the ambassadors of a high
performance culture.
This step involves a combination of qualitative (focus groups and interviews) and
quantitative (surveys and industry research) measures to ensure hands on
participation to design action-oriented forward thinking strategies. Employee
development, ongoing education, and organizational development are key
elements analyzed in this section.
Learn how to balance acquiring new talent to meet market demands while
retaining seasoned experienced individuals to achieve long term success of your
business.
Sample Interview Questions:
1. How is employee engagement measured?
2. What employee development opportunities exist today?
3. What employee development opportunities would you like to implement?
4. How do you acquire new talent?
5. Where does current PS&F staff get information about job performance and
expectations?
6. How do employees participate in the decision making process?
7. What skills set, knowledge, and experience are valued most at PS&F?
8. What type of employee recognition programs exist?
9. How is training documented?
10. How do employees support each other’s development
Observations
Summary of findings and analysis from all activities would appear here. A
condensed sample version is illustrated below. Observation summary is a result
of focus groups, interviews, and consultation with executives.
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9. Internal culture is strong and employees as a whole feel proud to work for
Parker| Smith | Feek. As a private firm, staff works together in a non-competitive
environment for the betterment of the client. All employees work hard to deliver
quality products and services resulting in numerous awards and industry
recognition. PS& F sets the bar high across their industry.
Communication between business units is open, two-way, and timely.
Communication channels used are informal discussions, weekly email updates,
and formal group meetings. However, preferred communication channel is email
based on busy schedules.
Management is responsive to staff needs and encourages feedback for process
improvement initiatives. Feedback is gathered through informal exchanges and
formal annual surveys. Innovation is key at PS&F, during times of change and
technological advances, and promotes thinking outside the box. Informal
brainstorming was often observed during this audit. Employee engagement
appears high.
Employees are encouraged to support the development of others and actively
seek out opportunities to build a new skill. However, finding time to job shadow
or attend webinars and industry conferences is a challenge. New employees are
welcomed with open arms through a robust onboarding program. New
employees are paired up with a seasoned team member, who serves as a mentor,
for the first 90 days of employment.
Externally, community members, business leaders, and clients hold PS&F in high
regard and celebrate their corporate citizenship responsibilities. Executive team
members and brokers serve on local community boards, volunteer for charitable
events, and attend instructional seminars and conferences. Employees play an
active role in determining which 501 (c) 3 organizations receive contributions.
This type of giving spirit promotes a generous understanding among each other’s
needs in time of tragedy or family crisis.
Observations Cont’d
Print Materials Summary:
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10. All printed materials evaluated are listed on the communication inventory
spreadsheet.
• Logo is professional and appears on all letterhead, envelopes, and business
cards appropriately
• Logo meets the recommended best practice guidelines- easy to recognize,
duplicate, and looks good regardless of size and black and white
• Target audience is clear and tone is customer centric with minimal use of
industry jargon
• Documentation standards are followed across all channels
Email Communication Summary:
• Preferred communication method for majority of employees and clients
• Subject lines are at times elusive, misinterpreted, or missing
• Reply All is consistently overused internally
• Emails often include large attachments that slow down the system
• External email marketing is concise with a clear call to action strategy
Web Communication Summary:
Refer to Appendix B for complete version
• Parker Smith & Feek’s newly updated website supports the recent
champion award in the "Technology and Operations" category from the
National Underwriter Magazine.
• Client Tools are a clear win-win and value-added service to registered
users.
• Relevant articles, newsletters, and PS&F historical archives add insight
into industry and illustrate eloquently the expertise of firm.
• Content layout is consistent, with uniform font, clear contrast, and visually
appealing graphics and photos.
Recommendations
Below is a sample condensed version summary of recommendations based on
qualitative and quantitative research.
*Refer to Appendix B for complete audit of Web Content
• Develop a 1-3-5 year communication plan based on communication audit-
comprised of one clear voice
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11. • Tie all communications to mission and business goals
• Leverage a change management toolkit for change initiatives ( see sample
toolkit include in portfolio)
• Set milestones and celebrate accomplishments
• Edit written and online communications regularly
• Internal communications must be a priority
• Perform annual reviews of communication plans to establish benchmarks
or propose modifications
• Purchase customized interface tools for social media like Hootsuite and
provide regular interactive messages
• Build mobile friendly site
• Add Smart-Phone apps for transaction like claims – See Wallace
MobiClaim or Evolution Underwriting Group
• Actively promote job shadowing and employee development opportunities
• Research industry standards and best practice principles quarterly (review
other industries for comparison)
• Conduct annual surveys- internal and external
• Extend reach offering access to webinars, classes, and speaking
engagements through Social Media and PS&F website- Vignettes are a
good place to start
• Maintain transparent communication and visible leadership
• Set standard frequency of newsletters, Blog, and Facebook entries
• Emphasize role of individuals and business units as ambassadors of
internal and external customer service
• Continue to learn and evolve
• Increase active participation of employees and business units during the
new employee on-boarding process
• Evaluate the use of email communication, set standards, and instruct
users on best practice and etiquette
• Expand community reach – review public relations strategies
• Celebrate accomplishments
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