Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside

CIPR INSIDE MEASUREMENT SUMMIT

#ICsummit13

Welcome

James Harkness,Chair, CIPR Inside

“What gets measured gets done...”

“I have been here six months and my manager has only spoken to me twice...”

CIPR Inside Measurement Matrix

Kevin Ruck, PR Academy

Channels: are they working?

How effective are your newsletters, magazines, intranet, social media channels, e-mail briefings, conferences, “town hall” type meetings, team meetings, project meetings and 1:1s? Is the channel appropriate for the content?

Content: are employees getting the information they want and need?

Is communication timely, relevant, accurate and consistent? Is the tone of voice right? Is it open? Is it honest? What are employees interested in?

Conversations: are people communicating effectively?

How well do leaders, senior managers, middle managers, line managers and colleagues communicate, both formallyand informally?

Voice: are there adequate opportunities for people to have a say?

How seriously is employee voice treated? Are responses provided to comments and suggestions? Can people get involved in change management and contribute to decisions that support innovation and influence business outcomes?

Employees’ rating of management’s active consulting (%)

Sentiment: what do employees think and feel about the organisation?

Is communication helping to increase engagement? Are leaders and managers trusted? Do people identify with organisational strategy and values? Are they advocates?

Employees’ organisational commitment (%)

Behaviour: has employee behaviour been influenced by communication?

How has it influenced their decisions or behaviour? Are they working more safely, talking more knowledgeably with customers?

71%“Using my own initiative I carry out tasks that are not required as part of my job”

Correlations: strategic planning

Analysing the strength of the association of a specific aspect of communication with a specific aspect of engagement.

For example, satisfaction with employee voice and emotional organisational engagement.

1 1.5 2 2.5 3 3.5 4 4.50

4.53.8

Emotional EngagementVo

Analysing internal social media and links to IC strategy

Dr Jimmy HuangWarwick Business School

Rhetorical practice as a crucial aspect of IC

Rhetor

Audience

Message

Strategicintent

Organisational culture &Institutional norms

Rhetorical resource

Three telecoms examples

Case 1 Case 2 Case 3

• Three key dimensions of IC – Reach versus richness– Univocality versus multivocality – Consumption versus coproduction

• Their characteristics and implications– Defining the degree of fluidity in internal communication– Paradoxical relationships (trade-offs) within and amongst each

dimension – Forcing managers to make an ‘either or’ decision amongst the trade-

Key dimensions, characteristics and implications

Can IC be ambidextrous by moving beyond the

trade-offs through the use and leverage of social media?

Rhetor

Audience

Message

Strategicintent

Socialmedia

Feedback

Reach vs richnessUnivocality vs multivocality

Consumption vs coproduction

Degree of fluidity & ambidexterity

Interactivefeedback

Rhetorical resource

Organisational culture &Institutional norms

• Aligning your strategic intents with your IC strategy

• You can be innovative in your IC strategy, but do approach it as a long-term investment

Concluding remarks

Office internal communications and staff engagement dashboardA practitioner’s guide

Guy Bailey and Janis MacLennan, Home Office

Introductions

Guy Bailey MCIPREvaluation and staff engagement lead, Home Office

Janis MacLennan, CIPRInternal communications manager, Home Office

Home Office internal communications and staff engagement dashboard , Guy Bailey MCIPR, July 2013.

The offer

improving internal channels

linking with business objectives

tying it all together – the dashboard

The approach

data gathering

problems / solutions

customer requirements

Data gathering - monthly return

Problems/solutions

missing data

double-counting

spot or trend values

measuring staff feedback actions

Evaluation layers

level 1internal comms and engagement measures

level 2high-level staff engagement priorities

level 3overall engagement index

Dashboard outcomes

influencing Board strategy

improved internal channels

instilling culture of evaluation across team

sharing best practice across the sector

having the opportunity to speak here today!

Next steps…

Thank you for listening

and please get in touch for more information:

Guy Bailey MCIPREvaluation and staff engagement lead, Home Office

guy.bailey3@homeoffice.gsi.gov.uk

A more rigorous way of measuring employee

engagement

Simon Elliott, BP

Twin track approach

Robust measurement framework

Consistent survey methodology

Responsive tools and techniques

Supporting structures

How we went about it

near term data and insightson-going measures

long term trends and sentimentannual tracking

SurveyWizard

How engaged are employees in ‘important matters’ in BP and to what extent is this helping to build and sustain business performance ?

Twin track approach

Robust measurement framework

1. communication effectiveness 2. employee experience+drives

3. understanding what I know

4. confidencehow I feel

5. trustwhat I think

extent to which employees are aware of and understand the business context, priorities and what is expected of them in their job

influences

6. actions what I do and how I behave

impact on

engagement

clear long term performance focus

consistent ways of working

shared beliefs and behaviours

underpinned by

employee and workplace satisfaction

BP 75%

about BP about my business

about my manager & team

about me & my job

communication effectiveness

employee experience My manager / supervisor treats me fairly

understanding

confidence

trust I trust and respect the management of BP

action

4 perspectives

6 measures

every survey question

informs one of six measures -

from one of four

perspectives

Consistent survey methodology

Responsive tools and techniques

Governance - overview of all employee survey activityPeace of mind - enhanced data privacy and securityEfficiency - bespoke question library and standard survey templates Effectiveness - internal benchmarking capabilityCollaboration - user group functionalityConsistency - Group required questions automatically added to all surveys

‘The BP survey tool for all employee surveys’

SurveyWizard

Supporting structures

capabilitycommunity of practice

integrated activities

communications policy incorporating

measurement standards and requirements

access to tools, techniques and

processes

Any questions?

Using measurement to support business performance

Ghassan Karian, Karian and Box

Strategic thinking, logically measured, creatively delivered

About us• We help organisations improve business performance through

securing enhanced employee engagement and involvement• We are experts at delivering the necessary insights, strategy, and

creative communications to secure employee engagement and involvement

Employee insights to inform business

decisions

We help businesses use measurement and related insights to shape future communication and engagement activity. We are also experts in engagement research and follow-up action planning.

Insight at the heart of planning

Measurement and related insights are an integral part of effective communication and campaigns planning.

We provide good practice measurement support as part of an on-going cycle, which incorporates:

• Proactive research which informs communication planning, influencing the shaping of communication messages, channels and activity.

• Retrospective research assesses the impact of communication on the desired opinions of target audiences. These are the outputs of communication activity.

A robust engagement model

Making the link between communication through to business performance

Powerful reporting – joining the dots

Powerful dashboard reports which visually and verbal provide the key insights.

‘Jo Pulse’ narrative of the numbers in ‘human speak’.

Joining the dots between different data insights

Any visuals are examples only and do not include real data or commentary

Communication and performance

Scorecards/dashboards for tracking the performance of communication goals and activity.• A simple,

accessible mechanism to monitor progress and communication KPIs.

• A powerful tool for engaging business leaders and other stakeholders.

Our performance

Business driver analysisReportable safety incidents

% Absence

Analysis of the engagement research results against a range business performance KPIs. Correlation analysis, assessing links between:• Overall engagement

and different business KPIs

• Specific engagement indicators and specific business KPIs (such as employee absence, turnover, safety/near miss incidents, cost per employee etc.).

Follow-up action

Measurement planning as a forward-looking tool, rather than for retrospective justification.

Online action planning• Easy to use• Simple to store and

update• Central monitoring• Year-on-year evolution

www.ciprinside.co.uk

Surveys, sentiment and strategy internal communication measurement summit, CIPR Inside

Business

Multiple Indicator Cluster Surveys

Autogestion et sentiment

Schwarz Value Surveys Presentation

Amour Sentiment Apprendre

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Coleta de Dados em Surveys

Questionnaire surveys targeting Japanese pediatric

transparentnost.rs transparency/surveys/#cpi

Cassava Disease Surveillance Surveys 2009

Sentiment Analysis Tools

DLA Surveys and Stats

An Extragalactic X-ray Surveys

Sentiment mercato immobiliare

Twitter Sentiment

Xurtle Surveys

CIPR Conference - Afternoon Workshops

Aspects médico-légaux Une introduction Jean-Marc COSSET Institut Curie Comité 3 de la CIPR Jean-Marc COSSET Institut Curie Comité 3 de la CIPR