6. The brief: What I wanted to measure
• Messages: How well people understand:
Brand promise to our customers and our vision
Their role in achieving the brand promise
Our customer offering (4G, tariffs)
Our performance (financials, sales, products)
• Channels: How well we’re engaging people though our 8
main IC channels:
Primary: Intranet home page news, team meetings, yammer,
big yaks/town halls/confs
Video, all UK employee emails, Round up emails, blogs
7. Measuring understanding and contribution
OUTPUT
• Hits per intranet article
• Number of people
attending a conference
• Number of site
roadshows held
V.S
UNDERSTANDING
• Message cut through
• Channel perception
(usefulness + approval
ratings)
• Perception of the internal
comms team and the value of
our role to the business
8. Our IC measurement objectives
• Determine if online@ the core is the right approach for IC
• Identify improvements for digital and face to face channels
• Provide a baseline measure for the value of channels to
employees
• Develop a way to report the effectiveness of channels and
message cut-through to senior managers and ICBPs on a
regular basis
• Demonstrate the value of the service the IC team provides to
Telefónica UK employees
9. Who to survey?
• The usual suspects:
Employees split by location, directorate, seniority
And…
• IC stakeholders:
Central IC team, IC BPs, top 50 senior leaders, The UK
board
• Into the mix:
Employee survey results
10. So where does Monica fit in?
Planning,
design and
organisation
Research
Analysis
Sharing
the results
Taking
action
13. • Key metrics & baselines
• Exceptions
• Comparisons
• Quantitative vs. qualitative
• Highlights and challenges
What does this
really tell me?
What
will interest my
stakeholders?
What are the
things I can
do something
about?
Being organised about analysis
14. Direct contribution
Key project measures
Message cut-through
Channel performance
Over timeMonthly
NB – fictional data used for
illustration only
Examples
15.
16. Your challenge
• 1 ‘Monica’
challenge
• 1 ‘Non-Monica’
challenge
Suggested
tactics and
solutions
19. Internal Comms Scorecard 2013
Monthly Project Track – 4G
Employees as ambassadors of O2. Monthly data
collection:
• Employee advocacy: No of employees
downloading the 4G app
• Storybook leadership messaging: No of
directorate led activity e.g. ‘big yaks’, confs or
townhalls, blogs, yammer
• Digital comms: Unique hits to 4G microsite and
Posssibilities of Technology storybook section.
Key Message Counter
(Questionnaire)
We’ll use the People Forum to ask 60
people across all sites these 4
questions. And we’ll take a wider
measure through the 6 monthly
Listening Post review (July/ Aug 13).
I understand my role in our Brand
Promise
I understand Telefonica’s customer
offering for a)4G b) O2 Refresh
Monthly Channel Tracker
8 selected channels. 62 workshop attendees from December have signed up to complete a monthly IC channel viewpoint score
Each channel has a month by month target based on the score from the December review and the results will be presented as
chart of ‘above or below’ target and cumulative graph over 2013. Hard targets set based on December 12 review.
Homepage
News Story
Yammer Video
message
Roundup
email
Team
meetings
Big Yaks/
Confs/
Townhall
All UK
employee
emails
Blogs
Channel effectiveness matrix
Updated every 6 months from data
gathered from Listening Post in June 13.
What words do you associate with
our brand promise? (Multi choice)
I feel well informed about
Telefonica’s performance (financial,
sales, products)
4G app Storybook
leadership
messaging
on 4G
4G
microsite
20. Our IC Strategy
1. Be inspiring storytellers
Help people understand their role in our brand promise ‘the possibilities of technology should be
open to everyone’ by supporting people managers to be brilliant at telling the 2013 story and vision
so they are proud to work for Telefónica.
2. Understand the needs of your team
Support managers to get the people in their team more engaged through better people manager
communications.
3. Connect people through our existing intranet and
Yammer channels
Drive employee interaction by collaborating through our existing digital channels and simplifying the
number of channels we use internally.
4. Simplify, prioritise and focus
Simplify, prioritise and focus on our 2013 projects, be a trusted communications advisor.
21. CHARTERED INSTITUTE OF PUBLIC RELATIONS
BUILDING
OUR
FUTURE /
ANNUAL INTERNAL
COMMUNICATION
CONFERENCE 2013
In association with CIPR Inside
22. CHARTERED INSTITUTE OF PUBLIC RELATIONS
WHYARE WE
HERE?
SPORT WALES
&
THE EDGE
PICTURE
COMPANY
39. CHARTERED INSTITUTE OF PUBLIC RELATIONS
Bring a new vision to life
Strengthen the brand
Reach out and unite all communities
Celebrate sport and physical activity
Make people proud
46. CHARTERED INSTITUTE OF PUBLIC RELATIONS
EMPLOYEE FEEDBACK
“Finally we have something which shows what we do,
by our employees who deliver it”
“The film makes me feel part of ‘Team Sport Wales’
that we are all working together towards a common goal
rather than working in silos”
47. CHARTERED INSTITUTE OF PUBLIC RELATIONS
PARTNER FEEDBACK
“The film is a great tool to showcase what Sport Wales does in easy to
understand language and logic”
Welsh Government
“We show the film during every presentation we deliver to show
why we are doing what we’re doing with Sport Wales”
National Governing Body
