hppr404 unit 4

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HPPR404 Research and Evaluation

Sherrell Steele

Communication Audits

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Objectives

What is a communications audit? Why and when to conduct an audit How to conduct a communications

audit The nine phases of an audit

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Communications audits

Definition: A complete analysis of an organization’ communications, designed to “take a picture” of communication needs, policies, practices and capabilities and to uncover information to make informed, economical decisions about future communications objectives. (Cutlip, Centre, Bloom)

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Communications audits

Are a systematic, rational exploration of why, how and when an organization communicates with one or more of its target audiences.

Are comprehensive. Involve multiple research methods to measure the effectiveness of both internal and external communications.

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Why conduct an audit?

To assess the effectiveness of organizational communications

To evaluate the relevance and usefulness of various communications channels

To assess if publics received, understood and acted upon key messages

It is an important step of developing a public relations plan (Where are we now?)

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Audit components

Qualitative research Quantitative research Synthesis, analysis, reporting Recommendations and action

planning Evaluation/ follow-up

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Good timing for audits

Change in leadership or management New or shifting market conditions New or revised regulations, legislation Recent mergers or acquisitions Organizational restructuring New or increased competition Poor public image Threats to management’s credibility Major expansion plans

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Bad timing for audits

Management vacuum Crisis Union negotiations No management buy-in

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Staff v.s. contractcommunications audits Conducted by internal staff

Advantage: No/low cost

Disadvantage: May be perceived as

biased or defensive. Time-consuming Conducted by external contractor

Advantage: Specialized expertise,

objective third-party analysis

Disadvantage: Cost

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Phase I – Communication auditDiscussions with communications

staff re.

Their perceptions of management

support (or lack of support) for

communications

Available resources

Issues and strengths

Dysfunctions

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Phase II Analysis of existing communicationsApply content analysis, Fogg

readability index and or Flesch

interest-ability index to

brochures/minutes/HR/PR records

employee publications/newsletters

marketing materials

Web content

all other publications

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Phase II - Communication analysisLook at messages, design

techniques (is there a “family” of

publications?), timeliness, accuracy

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Phase III – Management interviewsPurpose is to ascertain management’s expectations of communications perception of the weaknesses and

strengths of communications views of the critical messages to be

conveyed views about important issues to be

addressed views of what are employee’s most

important concerns, issues and needs

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Phase IV – Employee focus groups Hear employees points of views on what

communications are working (not working), and what could work better

Identify issues Identify barriers, drivers and facilitators

to effective communications Generate solutions Clarify at what levels in the organization

issues arise Explore what changes employees want

in communications

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Focus groups

Choose a trained moderator and appoint a recorder (audio tape the dialogue)

Protect anonymity Do not mix job levels or status levels Establish trust, rapport, reduce tension Ask non-leading questions Start broad and then narrow to specifics

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Focus group Qs

Strengths and weaknesses of current communication methods and what would be ideal?

Are they getting enough info? The right info? Bombarded by info?

Usefulness/quality of info Perceptions of leadership Changes in the organization What do they see as their roles in

communication and how can the comm. department help them?

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Analysis of focus group data Look for six to eight themes to

emerge

e.g. There is a rift between

management and employees

e.g. Managers think they are

communicating the goals, employees

Are not getting enough info

e.g. Management is not credible

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Phase V – Questionnaire development

The themes and issues uncovered in the focus group will shape the survey Qs

Use simple, unambiguous terms Define terms e.g. “timely” information:

does this mean fast dissemination or relevance of information?

Avoid compound questions

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Phase VI – Administer the surveyTwo ways to administer survey:

Captive method: Small groups of respondents

complete the survey then and there

Advantages: Better response rate, more

control

Disadvantage: Difficult to schedule, takes

more planning and preparation

Non-captive method: Respondents complete the

survey on their own time

Advantage: Doesn’t interfere with work schedules

Disadvantage: Lower response rates

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Encouraging responses

Aim for 30% response rate

To improve response rate:

Get management endorsement

Assure confidentiality

Include clear instructions and a due

date

Promise to share results

Offer incentives

Recruit ambassadors

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Phase VII - Analysis

Identify the most meaning results and show differences between groups, geographic locations or departments

Track changes over time, examine trends and establish communication metrics.

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Significant findings

Identify strengths (high numbers, ratings) and weaknesses

Reveal gaps or differences Contrast “before” communications

and “after” communications Compare pilot and control groups Note variance between actual and

ideal

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Phase VIII – Action planningSix steps to transform data into

action

1. Review data

2. Identify facilitators and barriers

3. Brainstorm actions

4. Develop strategic plan with milestones

5. Implement the plan

6. Measure progress

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Phase IX – Report resultsWrite an audit report

Include description of methodology,

executive summary, detailed

findings, recommendations

Deliver reports to senior

management then to all employees

Implement recommendations

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Summary and conclusions The communications audit measures

strengths and weaknesses of organizational communications

Timing is a factor Nine phases: 1. publication analysis, 2.

communication analysis, 3. management interviews, 4. focus groups, 5. questionnaire development, 6. questionnaire administration, 7. analysis, 8. action planning, 9. reporting.