Communications planning


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Communications planning

  1. 1. Communications Planning Focus on priorities Pia Fast December 3, 2008
  2. 2. Communications planning - KISS <ul><li>Who says </li></ul><ul><li>What </li></ul><ul><li>in Which Channel </li></ul><ul><li>to Whom </li></ul><ul><li>and with What Effect </li></ul>
  3. 3. Why plan communications? <ul><li>Support the strategic goals of Nokia, Indirect Sourcing and Operations </li></ul><ul><li>Create common rules: division of tasks and responsibilities </li></ul><ul><li>Understand resource needs </li></ul><ul><li>Efficient utilization of resources </li></ul><ul><li>Follow through of big projects and initiatives (to get things done) </li></ul><ul><li>Achieving the goals of communication </li></ul><ul><li>Target oriented and focused, increases motivation </li></ul><ul><li>Enables measuring communication activities </li></ul><ul><li>Competitive advantage </li></ul><ul><li>The more accurate, timeliness and skills are needed, the more important planning becomes </li></ul>Well planned is half done… … but a plan that can not be changed is a poor plan.
  4. 4. In which situations do you need communications planning? <ul><li>Examples: </li></ul><ul><li>Change situation </li></ul><ul><ul><li>New mgmt, changes in organization/way of working, new strategy/product/service, etc. </li></ul></ul><ul><li>No plan exists </li></ul><ul><li>Budgeting, other periodical planning </li></ul><ul><li>Projects </li></ul><ul><li>Campaigns </li></ul>
  5. 5. Levels of communication planning <ul><li>Strategic – long term planning (impressiveness, affect) </li></ul><ul><ul><li>Answers the question WHY? </li></ul></ul><ul><ul><li>Definitions, approach: </li></ul></ul><ul><ul><ul><li>Choices we make, our definitions and goals, which we apply to communicate to our stakeholder groups and environment. </li></ul></ul></ul><ul><ul><ul><li>In current and coming circumstances. </li></ul></ul></ul><ul><ul><li>Communication goals and target state (as is – to be) </li></ul></ul><ul><ul><li>Main messages and target profile </li></ul></ul><ul><ul><li>Definition of target groups for communication </li></ul></ul><ul><li>Operative planning, continuous planning (actions, achievements, performance) </li></ul><ul><ul><li>Answers the questions WHO, WHAT, TO WHOM and HOW </li></ul></ul><ul><ul><li>Means and channels (criteria & reasoning for choice) </li></ul></ul><ul><ul><li>Creation of ideas in practice and planning according to the communications strategy (approach) </li></ul></ul><ul><ul><li>Roadmap (weekly – monthly – yearly) </li></ul></ul><ul><ul><li>Follow-up and measurements </li></ul></ul>
  6. 6. Levels of communication planning, cont. <ul><li>Creative planning </li></ul><ul><ul><li>Emotions and experiences to make sure key messages are delivered </li></ul></ul><ul><ul><li>Emphasize emotions vs. rational facts </li></ul></ul><ul><ul><li>Expand from traditional communications to </li></ul></ul><ul><ul><ul><li>Marketing campaigns </li></ul></ul></ul><ul><ul><ul><li>Event marketing </li></ul></ul></ul><ul><ul><li>Often done in project mode </li></ul></ul><ul><ul><li>No tricks – still applying the main approach </li></ul></ul>
  7. 7. What plans to use & when? Different aspects <ul><li>Stakeholder / target group specific plan – TO WHOM? </li></ul><ul><ul><li>Stakeholder, end user, supplier, opinion leaders </li></ul></ul><ul><li>Campaign plan – WHAT? </li></ul><ul><ul><li>Project, e.g. ORS=> INS, organizational change, fusion, recruitment campaign, </li></ul></ul><ul><li>Schedule plan – WHEN? </li></ul><ul><ul><li>Weekly – monthly – yearly plan </li></ul></ul><ul><li>Channel or activity specific plan - CHANNEL? </li></ul><ul><ul><li>Intranet development plan, strategy communication plan </li></ul></ul><ul><li>Crisis communications plan – EFFECT? </li></ul>
  8. 8. Elements of a communications plan <ul><li>Goals and targets of Operations and Ops communication </li></ul><ul><li>Analysis of current state </li></ul><ul><li>Target groups </li></ul><ul><li>Key messages </li></ul><ul><li>Basic tools and readiness for communication </li></ul><ul><li>Definition of actions and channels </li></ul><ul><li>Guidelines for comms activities (intranet, email, etc.) </li></ul><ul><li>Campaigns, issues </li></ul><ul><li>Schedules and budget </li></ul><ul><li>Resources, organizing, responsibilities </li></ul><ul><li>Crisis communication </li></ul><ul><li>Spokesperson(s) </li></ul><ul><li>Coaching, training </li></ul><ul><li>Follow-up, reporting </li></ul><ul><li>Development </li></ul><ul><li>Updates to the plan and tools </li></ul>
  9. 9. Defining the basic tasks of communication <ul><li>Support general goals of INS & Operations </li></ul><ul><li>Balanced communication to all parties </li></ul><ul><li>Communication based on the Nokia Values </li></ul><ul><li>Building reputation </li></ul>
  10. 10. Setting communications objectives <ul><li>Communication goals support the organizations goals, business idea and way of working </li></ul><ul><li>Communication activities and impact </li></ul><ul><li>Knowledge, attitudes, mental image, reputation, etc. </li></ul><ul><li>Concrete, realistic, measurable </li></ul><ul><li>Qualitative (longer term) </li></ul><ul><ul><li>Seeked impact (e.g. changing end user behaviour) </li></ul></ul><ul><ul><li>Strengthen key messages (e.g. baseline – pulse survey) </li></ul></ul><ul><ul><li>New mode of operation/way of working </li></ul></ul><ul><li>Quantitative (shorter term) </li></ul><ul><ul><li>5 articles in Nokia News Hub </li></ul></ul><ul><ul><li>Use of purchasing intranet / INS Finder </li></ul></ul><ul><ul><li>Awareness of Purchasing Centers </li></ul></ul><ul><li>Milestones and final objective </li></ul>
  11. 11. Reminder- Hierarchy of Effective Communication Source: “ Effective Communication: A Leading Indicator of Financial Performance ” by Watson Wyatt Gain advocates Basic information Influence opinions Create demand Action Acceptance Understanding Awareness Commitment FOUNDATION STRATEGIC BEHAVIORAL Effective Communication Drives Supervisors’/ Managers’ Behavior Creates Employee Line of Sight Facilitates Change Focuses on Continuous Improvement Connects to the Business Strategy Follows a Formal Process Utilizes Employee Feedback Integrates Total Rewards Leverages Technology
  12. 12. Choosing the right channel <ul><li>ACTION </li></ul><ul><li>COMMITMENT </li></ul><ul><ul><li>Build teams: project teams, work group teams </li></ul></ul><ul><ul><li>Manage stakeholders eg: understand needs, face to face meetings </li></ul></ul><ul><ul><li>Communicate change: with stakeholders and project teams </li></ul></ul><ul><ul><li>Transfer knowledge and skills: new ways of working, change skills </li></ul></ul><ul><ul><li>Manage resistance: understand causes, engage resistors </li></ul></ul><ul><li>ACCEPTANCE – BEHAVIORAL </li></ul><ul><ul><li>IIPs, PDP’s, Team practices (wow), values - consistency </li></ul></ul><ul><li>UNDERSTANDING - STRATEGIC </li></ul><ul><ul><li>Workshops with project teams, work group teams -WIIFM </li></ul></ul><ul><ul><li>Manage stakeholders </li></ul></ul><ul><ul><li>Communicate change with stakeholders & project teams </li></ul></ul><ul><ul><li>Start to transfer knowledge and skills </li></ul></ul><ul><ul><li>Manage resistance: understand causes, engage resistors </li></ul></ul><ul><li>AWARENESS - FOUNDATION </li></ul><ul><ul><li>Newsletters, Intranet, Info shares, e-mails, employee feedback channels (LtY, Pulse surveys), etc. </li></ul></ul>TWO-WAY, INTERACTIVE ONE WAY
  13. 13. How to start planning? <ul><li>Current state, CSA </li></ul><ul><ul><li>E.g. Awareness of Operations among key stakeholder/ target groups </li></ul></ul><ul><ul><li>Expectations towards operations </li></ul></ul><ul><ul><li>Expectations towards comms </li></ul></ul><ul><ul><li>Organization and comms SWOT </li></ul></ul><ul><li>Utilization of existing plans </li></ul><ul><ul><li>Action plan, etc. </li></ul></ul><ul><li>Utilization of existing research, data </li></ul><ul><ul><li>Customer satisfaction survey, intranet statistics (external) </li></ul></ul><ul><ul><li>LtY (internal) </li></ul></ul><ul><li>Interviewes </li></ul><ul><ul><li>Mgmt, teams, individuals / opinion leaders </li></ul></ul>
  14. 14. Strategic goals – e.g. desired profile for contact centers? <ul><li>What mental image does Contact Center want in the minds of end users? </li></ul><ul><li>Based on the mission, vision and strategy </li></ul><ul><li>Define current state and desired state </li></ul><ul><li>One way to do this: 3x3x3 </li></ul><ul><li>Actions, messages and look => Profile </li></ul>
  15. 15. How to crystallize the key messages? <ul><li>Summarize information to serve the target/objective </li></ul><ul><li>Concrete, individual </li></ul><ul><li>Substance – credibility will be tested </li></ul><ul><li>Two types of key messages: </li></ul><ul><ul><li>Stabile key messages (lasting, permanent) </li></ul></ul><ul><ul><li>Case by case, e.g. project or target group specific key messages that are based on the ‘stabile’ key messages </li></ul></ul>
  16. 16. How to get to the target/desired state? Profiling of e.g. organization Actions, Messages, Look Image Identity Profile Recipient gets when e.g. receive info. What is visible to externals. Values, ways of working, historical legacy, key persons, culture, strengths, weaknesses, strategy…. Who we really are…
  17. 17. Reputation is built… Products and services Emotional factors Corporate responsibility Vision and leadership Economical success Working environment Reputation
  18. 18. Defining and analyzing stakeholders / target groups <ul><li>Stakeholder / target groups can not just be named, they need to be known </li></ul><ul><li>Understanding what image and past experiences the stakeholders/target groups have of Operations and what their expectations are </li></ul><ul><li>Understanding topical or potential themes for them </li></ul><ul><li>Divide </li></ul><ul><li>Stakeholder / target groups into three types of groups: </li></ul><ul><ul><li>Motive group </li></ul></ul><ul><ul><li>Interest group </li></ul></ul><ul><ul><li>Influencer group </li></ul></ul><ul><li>Desired state: </li></ul><ul><ul><li>To whom the information is necessary </li></ul></ul><ul><ul><li>To whom the information is relevant </li></ul></ul><ul><ul><li>.. Nice-to-know </li></ul></ul><ul><ul><li>Insignificant </li></ul></ul><ul><ul><li>Must not communicate to </li></ul></ul>
  19. 19. Channels and activities for INS external communications <ul><li>Announcements of appointments </li></ul><ul><li>Articles in Nokia News Hub and other newsletters </li></ul><ul><li>Info shares (e.g. MNP training) </li></ul><ul><li>Meetings, lobbying (stakeholders, business owners, etc.) </li></ul><ul><li>Customer Satisfaction Survey, interviews </li></ul><ul><li>Expert article, statements (e.g. tools, processes, value of INS, etc.) </li></ul><ul><li>Issue communication (e.g. tools, processes) </li></ul><ul><li>Opinion writing (commenting Nokia blogs, News Hub articles, etc.) </li></ul><ul><li>INS Purchasing Services: Blog, channel, intranet </li></ul>
  20. 20. Channels for INS internal communication <ul><li>Line Manager </li></ul><ul><li>Intranet </li></ul><ul><li>Other managers, leaders </li></ul><ul><li>Team/department meetings </li></ul><ul><li>Colleagues </li></ul><ul><li>Senior mgmt </li></ul><ul><li>Info shares </li></ul><ul><li>Bulletin board </li></ul><ul><li>Email </li></ul><ul><li>Quick notices </li></ul><ul><li>INS NewsDesk </li></ul><ul><li>Annual report </li></ul><ul><li>Media; radio, tv, internet </li></ul><ul><li>Grapewine </li></ul><ul><li>Training </li></ul><ul><li>Free time activities </li></ul>
  21. 21. Resource analysis (and budgeting) <ul><li>Time </li></ul><ul><ul><li>Workload, on day level </li></ul></ul><ul><ul><li>Comms can not work efficiently, if overloaded </li></ul></ul><ul><li>Cost </li></ul><ul><ul><li>Increase, decrease </li></ul></ul><ul><li>Knowledge, technology and channels </li></ul>
  22. 22. INS Operations Communications 1H/2009 <ul><li>Operations communication approach (strategy) and plan for internal (INS) and external (Nokia) audiences. Build measurements. </li></ul><ul><li>Preparation P12/08-P1/09, Implementation 2009. </li></ul><ul><li>Compliance communication planning (P12/08-P1/09) for internal (INS) and external (Nokia) audiences, implementation P1/09=> </li></ul><ul><li>Coordination with INS programme, Han Solo, etc. interlinked activities. </li></ul><ul><li>Purchasing intranet & channels </li></ul><ul><li>Category purchasing intranet renewal continue 1H/09 </li></ul><ul><li>Channel maintenance and development => Nokia Collaboration Suite implications? </li></ul>Maintain and develop communication channels for delivering information and collecting feedback. Ops Info Share Jan Mar Apr May Jun Feb <ul><li>INS Finder </li></ul><ul><li>Implementation plan </li></ul><ul><li>Launch and promotion for Nokia users </li></ul>*) Ops specific activities according to need. <ul><li>INS Purchasing Services Campaign (Focus group, schedule TBD) </li></ul><ul><li>Planning P12/08-p1/09, Implementation P1-5/09 (TBD) (measurements > follow-up actions) </li></ul><ul><li>Articles, intranet promotion, etc. on purchasing process/tools/support available/tips / R&R, etc. </li></ul><ul><li>Themes, such as: Contact Centers, GR, etc </li></ul>Ops Info Share Ops Info Share Compliance Ops comms strategy & plan Operations Internal Comms <ul><li>Catalog Hub (pilot P2/09, live P4/09?) </li></ul><ul><li>INS internal comms </li></ul><ul><li>Launch and promotion for Nokia users </li></ul>
  23. 23. Evaluating success? <ul><li>Intranet metrics process is in place </li></ul><ul><li>End user feedback (internal services survey , form, interviews) </li></ul><ul><li>Tool (My Nokia Purchase) adoption rates trends </li></ul><ul><li>Purchase Center adoption rates trends </li></ul><ul><li>Less inquiries to Ops Communications –box </li></ul><ul><li>Number of articles in Nokia News Hub </li></ul><ul><li>No of visit on purchasing intranet pages (define) </li></ul><ul><li>Comms plans follow-up </li></ul><ul><li>Intranet Usability tests (tbd) </li></ul><ul><li>We will monitor and measure the impact of communication, </li></ul><ul><li>to find out whether or not what we are doing is worth it. </li></ul><ul><li>to align our actions with INS and Operations key objectives. </li></ul><ul><li>to be able to demonstrate the effectiveness and value of communications. </li></ul>HOW ? DRAFT Yes Monthly monitoring of INS Purchasing main sites using HBX and Webstatistics reports. Analyze if there were significant, unexplainable drop/growth in usage or has the end user behavior changed in general ? No Further investigation & analysis. Implement fixes/changes/updates according to need. No actions needed
  24. 24. Measuring the effectiveness of Comms <ul><li>Coverage </li></ul><ul><li>Workload/time vs. output </li></ul><ul><li>Short term vs. long term objectives and goals </li></ul><ul><li>Operative, tactical and strategic objectives </li></ul><ul><li>Channel effectiveness </li></ul><ul><li>Did the message go through? </li></ul><ul><li>Quantitative; Answers questions: What? Where? How much? How often? </li></ul><ul><li>Qualitative; Answers questions: Why? How? What type? </li></ul><ul><li>Effectiveness in different target groups </li></ul><ul><li>Subjective and objective assessment </li></ul><ul><li>Systematical follow-up, evaluation and analysis => learning and development </li></ul>
  25. 25. Examples of measurements for comms <ul><li>Finder metrics investigated P12/08 </li></ul>DRAFT How will we know if we have succeeded and met our objectives? How are we going to evaluate our success, what performance indicators and evaluating measures will we use? <ul><li>Development activities as planned </li></ul>Development <ul><li>Messages gone through according to plan </li></ul><ul><li>Communications activities achieved according to plan </li></ul>Efficiency <ul><li>reliability, timeliness </li></ul><ul><li>Purchasing online survey (2H/08 intranet satisfaction: 60%) </li></ul><ul><li>pulse survey, etc. results, other feedback (IIP, interviews, etc.) </li></ul>End user benefit <ul><li>Number of articles in Nokia News Hub (ext.) </li></ul><ul><li>Stories in INS News Desk (int.) </li></ul><ul><li>Visit on purchasing intranet pages (define more detailed) </li></ul>Successfulness and impressiveness (affect) Actions 2009 Target 2009 Key measure
  26. 26. Follow-up and evaluation <ul><li>Agree in planning phase </li></ul><ul><li>Evaluate quantitative measures </li></ul><ul><li>Investigate success of qualitative measures </li></ul><ul><ul><li>Analysis of survey(s), LtY </li></ul></ul><ul><ul><ul><li>Intranet first time part of online end user satisfaction survey in 2H/08 </li></ul></ul></ul><ul><ul><li>Interviews, etc. among target groups </li></ul></ul><ul><li>Evaluate </li></ul><ul><ul><li>Were the target groups correct? If not, why? </li></ul></ul><ul><ul><li>Did we reach the correct groups/persons? If not, why? </li></ul></ul><ul><ul><li>Was our key message suitable / correct for them? If not, why? </li></ul></ul><ul><ul><li>Did the message go through technically? Why? </li></ul></ul><ul><ul><li>Did the message go through in timely manner? Why? </li></ul></ul><ul><ul><li>Was our message understood as we wanted? </li></ul></ul><ul><ul><li>What changed during the process? </li></ul></ul>
  27. 27. Keep it short and simple Channels Messages Sender e.g. INS Ops, representatives, etc. Recipient Stakeholders, target groups, INS, Influencers Commitment Interaction Image
  28. 28. Capability for Change Other on-going changes at work On-going changes in private life Past experiences of changes Personality Change Management Personal support network