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Apo leardership workshop ii
The document discusses communication strategies for an organization called The KPI Institute. It provides information on the institute's global expertise, research programs, publications, and educational programs. It also includes contact details for various offices worldwide and lists key resources, publications, and certifications offered. The document emphasizes the importance of effective internal communication strategies for organizations, and provides examples of tools that can be used, such as internal newsletters, targeted emails, intranet pages, and team meetings. It also discusses best practices for communicating strategy to employees and gaining feedback.
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Apo leardership workshop ii
- 1. Communicating with Influence Aview of public-private comparison
- 2. Web: http://kpiinstitute.org/ http://www.smartkpis.com http://www.purposefulidentity.com/ http://www.balancedscorecardreview.com http://www.integratingperformance.com http://www.performancemagazine.org/ http://elearning.smartkpis.com Why choose TheKPI Institute? Global expertise in: • Strategy Management • Performance Management • KPIs and analytics • Business Intelligence Rigorous research programs Extensive collections of publications Comprehensive educational programs Headquarters Melbourne Office Life.lab Building 198 Harbour Esplanade, Suite 606, Melbourne Docklands, VIC 3008, Australia T: +61 3 9028 2223 M: +61 4 2456 8088 office@kpiinstitute.org Middle East Division Dubai Office Regalia Business Center, 1st floor, Office 101 – Suite 11, Baysquare Building 3, Business Bay PO Box 213297, Dubai, UAE T: +971 4 563 7316 M: +971 5 5787 6427 office@kpiinstitute.org European Division Sibiu Office Sibiu City Center Somesului Street, No. 3 550003 - Sibiu, Romania T: +61 3 9028 2223 M: + 40 7 4706 0997 office@kpiinstitute.org SE Asia Division Kuala Lumpur Office Wisma UOA II 21 Jalan Pinang, Unit 11-10, 50450 Kuala Lumpur, Malaysia T: +60 327 421357 M: +60 11 3303 2135 office@kpiinstitute.org
- 3. © The KPIInstitute 2016 CONTACT DETAILS www.purposefulidentity.com www.balancedscorecardreview.co m www.integratingperformance.com KEY RESOURCES 3 Life.lab Building Suite 606, 198 Harbour Esplanade Melbourne Docklands, VIC 3008 Australia office@kpiinstitute.org +61 3 9028 2223 ADDITIONAL RESOURCES
- 4. © The KPIInstitute 2016 4
- 5. © The KPIInstitute 2016 5
- 6. © The KPIInstitute 2016 6 At the core of smartKPIs.com is an online catalogue of over 20,000 KPI examples from 16 business functional areas and 25 industries. An online magazine containing more than 1,000 articles on topics like strategy, Balanced Scorecard, KPI, organizational performance. An online catalogue illustrating the use of corporate identity elements in practice. A platform for integrating performance management knowledge at all levels. The most comprehensive online resource dedicated to the Balanced Scorecard. RESEARCH
- 7. © The KPIInstitute 2016 Top KPIs Reports by Functional Area 54 Reports 7 Details at: http://kpiinstitute.org/publications/ Top KPIs Reports by Industry 57 Reports PUBLICATIONS The KPI Books 3 Books +30 Dictionaries
- 8. © The KPIInstitute 2016 8 Certified Strategy and Business Planning Professional Certified Data Visualization Professional Certified Benchmarking Professional Certified Supplier Performance Professional Certified Customer Service Performance Professional Certified Personal Performance Professional Certified KPI Professional Certified Performance Improvement Professional Certified Employee Performance Professional Certified Data Analysis Professional EDUCATION Certified Innovation Performance Professional Certified Balanced Scorecard Management System Professional
- 9. © The KPIInstitute 2016 9 EDUCATION Source: The KPI Institute (2016)
- 10. © The KPIInstitute 2016 In-house training and advisory services OUR CLIENTS 10 Telecommunications Aviation Chemicals Utilities Public Authority Financial Services
- 11. © The KPIInstitute 2016 Open Courses OUR CLIENTS 11 Manufacturing Chemicals Public Authority Aviation Healthcare Financial Services
- 12. © The KPIInstitute 2016 Economics | Business Administration | Performance Management PROFESSIONAL FORMATION Professional Associations CertificationsAcademic
- 13. © The KPIInstitute 2016 13 Key learning points Case study Session review Exercise Video References LEGEND
- 14. © The KPIInstitute 2016 AGENDA 14 1 Effective communication and managing effective communication 2 Getting and keeping staff on the “same page” 3 Accommodating different styles of communication 4 The art of managing feedback from employee 5 Managing ”formal” and “informal” channel of communication 6 Strategic communication with public
- 15. COMMUNICATION Styles Typologies 15 TypologyA 1. Analytical 2. Intuitive 3. Functional 4. Personal Typology C 1. Auditory 2. Visual 3. Kinesthetic Typology B 1. Passive 2. Aggressive 3. Passive-Aggressive 4. Assertive Typology D 1. Interpersonal - Relator 2. Affective - Socialiser 3. Cognitive - Thinker 4. Behavioural - Director
- 16. COMMUNICATION DISCIPLINES INTHE PUBLIC SECTOR 16 Media Digital Marketing Stakeholders Employees External Communication Internal Communication
- 17. © The KPIInstitute 2016 Strategic Leaders • Honest and insightful • Good at managing change • Understanding of employee needs • Challenging of negative behaviors Engaging Managers • Effective team leaders • Team motivators • Proactive and positive thinkers • Aware of the contribution of others • Active supporters of team efforts Employee Experience • Open and cohesive internal environment • Access to knowledge and expertize • Internal promotion facilities • Active support in continuous learning and improvement Organizational Integrity • Fair treatment irrespective of cultural differences • Organizational Values are well articulated • Behaviors are consistent across the organization • People are valued and rewarded for their work PILLARS OF EFFECTIVE COMMUNCATION WITHIN THE PUBLIC SECTOR 17
- 18. © The KPIInstitute 2016 Performance based, efficient and effective communication An important change management tool Aligns internal and external communication strategies Shapes employee behaviors Nurtures the performance management culture within the organization Promotes internal branding and raises awareness on strategic identity Strategic INTERNAL COMMUNICATION 18
- 19. © The KPIInstitute 2016 • Internal Newsletters • Targeted e-mails • Notice Boards/White Boards • In-house videos • Intranet Pages • Live presentations • Team briefings • Team meetings • Focus groups • Brainstorming sessions • Face to face meetings • Social events Internal communication tools INTERNAL STRATEGY COMMUNICATION TOOLS 19
- 20. © The KPIInstitute 2016 Communication tools Objective Communications channel Internal Newsletters Series of communications tools specifically looking at key achievements, progress on strategy implementation, upcoming events etc. Staff Update Newsletters Targeted e-mails Internal messages and e-mails targeting strategic insights and latest news in corporate performance. Internal Briefing Campaign, e-mails with link to intranet site Team meetings Enabling two-way communication between management and stakeholders Meetings on corporate performance and strategy implementation status Live presentations Employee empowerment sessions Interactive in-house sessions to raise awareness on strategy and encourage employee participation in its delivery Intranet Page Delivery of core communications messages Regular strategic insight and performance updates BSC Implementation Overview Internal Documentation Library Webpage on Intranet Site Regular e-mails to disseminate important information within the organization INTERNAL STRATEGY COMMUNICATION TOOLS 20
- 21. © The KPIInstitute 2016 INTERNAL NEWSLETTERS 21 • Align communication between all organizational levels in order to keep everyone on the same page • Sent weekly/monthly in order to increase awareness about the company's strategic direction • A good induction tool for new employees • A fresh approach could be adding also videos to keep all the staff updated on the new developments and changes.
- 22. © The KPIInstitute 2016 TARGETED E-MAILS 22 Better engage shift workers and remote staff Provide relevant news and communications to specific employee groups and demographics Reducing information overload by eliminating irrelevant messages for employees
- 23. © The KPIInstitute 2016 INTRANET PAGE 23 Individual Performance Management Tools On-line and off-line surveys Focus groups Live chat rooms Success stories and “wins” Strategy Communication Campaigns Strategy Awareness Sessions Strategy review and Updates Reward and Recognition Programs Motivational quotes Gamification ideas Industry news and changes Strategy explainer Videos FAQs
- 24. © The KPIInstitute 2016 CREATIVE TACTICS FOR STRATEGY EMBEDDING 24 • Roll-up Banners • Pop-up Spider Banners • Posters • Online/Printed Advertisements • Simple/Foldable Flyers • Cartoons • Strategy Explainer Videos • Infographics
- 25. © The KPIInstitute 2016 VISUAL STRATEGY MAPS 25 Provide visual interpretation of the architecture for describing the strategy; Map out the organization’s strategic objectives; Aid executives with turning strategy into outcomes; Group strategies into relevant themes for optimal segmentation and execution; Make strategy operational at all levels of an organization.
- 26. © The KPIInstitute 2016 UK Government Communication Service (2016) INTERNAL COMMUNICATION SKILLS 26
- 27. © The KPIInstitute 2016 • Employee feedback is the core of personal and professional growth. • Feedback can help an employee get better at what they do, and surprisingly employees crave feedback. • Most managers don’t provide enough feedback, and when they do, they either make it too negative or are too vague while trying to keep it positive. State Services Authority (2012) The art of managing feedback from employee 27 Coaching conversations: The 5Ps 1. Purpose 2. Product 3. People 4. Process 5. Preparation
- 28. © The KPIInstitute 2016 14.9% lower turnover rates in companies that implement regular employee feedback. 2X as likely to be actively disengaged if employees are ignored by their manager. 4 out of 10 workers are actively disengaged when they get little or no feedback. 43% of highly engaged employees receive feedback at least once a week compared to only 18% of employees with low engagement. 65% of employees said they wanted more feedback 58% of managers think they give enough. The Government of Australia (2007) Employee Feedback Statistics 28
- 29. © The KPIInstitute 2016 Give feedback on the issue, not the person Never make a personal attack Tell the employee how it affects you Be knowledgeable about what you’re saying How to give feedback –important takeaways 29
- 30. © The KPIInstitute 2016 1. Provide fair and accurate feedback • Fair and accurate feedback is most effective when it occurs soon after the event or work is done •Set clear performance expectations: Performance expectations should be SPECIFIC and ACHIEVABLE, and should focus on the OBSERVABLE. 2. Focus on strengths •Positive feedback should be timely and: •relevant to the individual’s style and preferences •specific, giving examples of work and behavior and its impact •equal to the employee’s effort and achieved outcomes. 3. Assessing performance •Effective performance evaluation is a useful tool for employees to get a clear understanding of their manager’s views about their work •Typical topics addressed in performance-related conversations include: Technical and professional abilities Leadership and Communication HOW TO GIVE FEEDBACK 30
- 31. © The KPIInstitute 2016 YES • “I would like you to greet customers with a smile and friendly ‘hello’” • Kerry I noticed you came in 30 minutes after our team meeting started; was there a reason?” • “when you picked up the phone within three rings and answered the customer’s question with simple, clear information, you met their needs and left them with a sense of good service” NO • “I want you to provide good customer service” • “Kerry you were late again, you should be on time” • “you handle customers well” Specific means being precise 31
- 32. © The KPIInstitute 2016 YES • “when you shouted...” the employee knows exactly what you are discussing NO • “to say that someone was aggressive is vague in meaning and assumes you know what was intended by the behavior Observable means it is a behaviour that can be measured 32
- 33. © The KPIInstitute 2016 The difference between ordinary feedback and formal appraisal is that assessment or appraisal is usually made against some benchmark level. Feedback or assessment? 33 “You answer the phone promptly” “Your phone answering was competent because you met the benchmark of answering the phone within six rings 90% of the time” Assessment Feedback Task: Identify which of the following answers is feedback and which is assessment.
- 34. FORMAL VERSUS INFORMALCOMMUNICATION 34 FORMAL COMMUNICATION INFORMAL COMMUNICATION • Formal communication is also known by the name of official communication • In formal communication, the information must follow a chain of command. • In formal communication full secrecy is maintained. • Formal communication is written. • Formal communication is time- consuming. • Formal communication is more reliable. • Formal communication is designed by the organization. • In formal communication, the documentary evidence is always available. • Informal Communication is also known by the name of grapevine. • The informal communication can move freely in any direction. • Informal communication maintenance of secrecy is a very tough task. • Informal communication is oral. • Informal communication is rapid and quick. • Informal communication is not so reliable. • Informal communication starts itself due to the urge of ‘human to talk’. • Informal communication the supporting documents are not available.
- 35. STRATEGIC COMMUNICATION WITHTHE PUBLIC 35 Media Digital Marketing Stakeholders External Communication
- 36. © The KPIInstitute 2016 • UK Government Communication Service (2016) STRATEGIC COMMUNICATION WITH THE PUBLIC: A PERFORMANCE ASSESSMENT MODEL 36
- 37. © The KPIInstitute 2016 STRATEGIC COMMUNICATION EVALUATION: PRESS AND MEDIA 37 INPUT • $ Costs • # Briefs • # Statements • # Speeches • # Media events • # Journalist • # Media outlets PROCESS • # Audience reach • % Message penetration • # Articles broadcasted • % Media events successfully delivered • % Share of voice OUTPUT • % Public awareness • # Public sentiment • # Likes • # Shares • # Downloads • % Audience engagement • # Media responses • # Media rating OUTCOME • # Public advocacy • $ Return on investment • # Recommendations • # Endorsements
- 38. © The KPIInstitute 2016 STRATEGIC COMMUNICATION EVALUATION: DIGITAL 38 INPUTS • # Message testing • # Video production • # Channels • #Platforms • # Partners • # Influencers • # Suppliers • $ Costs PROCESS • # Tweets • # Posts • % Message penetration • # Audience reach • # Unique people reached through Facebook • # Average reach per post • # Average impressions per tweet OUTPUT • # Follows • # Likes • # Shares • # Retweets • # Repeat visits • % Engagement rate • # Bookmarks • # Votes • # Pins • # Downloads • # Subscriptions • % Bounce rate • # Time on site OUTCOME • Public advocacy • $ Return on investment • # Referral traffic • # Satisfaction index • # Online registrations
- 39. © The KPIInstitute 2016 INPUT • $ Costs • # Staff • # Marketing agencies • # Partnerships • # Channels available PROCESS • # Channels used • # Target audience reach • # Reach through partnerships • % Marketing events successfully delivered • # Attendance per event OUTPUT • # New partnerships secured • # Campaign awareness • % Message recall OUTCOME • # Public advocacy • $ Return on investment • # Calls to action STRATEGIC COMMUNICATION EVALUATION: MARKETING 39
- 40. © The KPIInstitute 2016 STRATEGIC COMMUNICATION EVALUATION: STAKEHOLDERS 40 INPUTS • $ Costs • # Consultations • # Correspondence • # Pre-engagement activities • # Stakeholder maps PROCESS • # Items of stakeholder communication delivered • # Letters • # Newsletters • # Channels used OUTPUT • % Events successfully delivered • # Attendance per event • # Priority stakeholders secured • # Target audience reached OUTCOME • # Stakeholder satisfaction index • # Reputation rating • # Public advocacy • # Supportive messages received
- 41. © The KPIInstitute 2016 UK Government Communication Service (2016) CORE COMMMUNICATION SKILLS 41 • Review existing communication resources • Establish context for communication • Identify target audience • Establish communication policy objectives • Define KPIs to measure the performance of the communication policy • Promote and integrate strategic communication within the organization
- 42. © The KPIInstitute 2016 UK Government Communication Service (2016) DISCIPLINE RELATED COMMUNICATION SKILLS 42 • Quantitative and qualitative data analysis • Customer and audience intelligence insights • Internal and external research • Risk assessment abilities • Target audience optimization techniques • Make us of appropriate tools to monitor content • Analytical tools and techniques • Awareness on emerging trends
- 43. © The KPIInstitute 2016 1. The Government of Australia (2007), Managing People, Managing Performance, Good Practice Guide. Available at: http://publicsector.sa.gov.au/wp-content/uploads/20070101-Good-practice-guide- Managing-people-managing-performance.pdf 2. Government Communication Service (2016), GCS Evaluation Framework. Available at: https://gcs.civilservice.gov.uk/wp-content/uploads/2016/01/GCS-Evaluation-Framework.pdf 3. Government Communication Service (2016), Government Communication Professional Competency Framework. Available at: https://gcs.civilservice.gov.uk/wp- content/uploads/2016/06/gcs.civilservice...competency-Framework-Feb-16-1.pdf 4. Government of Canada (2016), A Leadership Development Framework for the Public Service of Canada. Available at: https://www.tbs-sct.gc.ca/psm-fpfm/learning-apprentissage/ptm-grt/ldf-cpl- eng.asp 5. Queensland Government (2016), Capability Frameworks and Strategies. Available at: https://www.qld.gov.au/gov/workforce-capability-success-profile 6. State Services Authority (2012), Talking Performance, available at: http://vpsc.vic.gov.au/wp- content/uploads/2015/03/WFP_Talk_Performance_-EL_Guide.pdf REFERENCES 43
- 44. Thank You! AurelBrudan Chief Executive Officer, The KPI Institute 198 Harbour Esplanade, Suite 606. Melbourne Docklands, VIC 3008, Australia T: +61 3 9028 2223 | M: +61 4 2456 8088 E: aurel.brudan@kpiinstitute.com | W: www.kpiinstitute.org 15th of November 2016| Manila | Philippines