cipr inside measurement summit - 23 july 2013
DESCRIPTION
Our second measurement summit took place on 23 July 2013. A lively and interesting discussion and presentations on how to measure internal communication and employee engagementTRANSCRIPT
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CIPR INSIDE MEASUREMENT SUMMIT
2013
#ICsummit13
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CIPR INSIDE MEASUREMENT SUMMIT
Welcome
James Harkness,Chair, CIPR Inside
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“What gets measured gets done...”
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“I have been here six months and my manager has only spoken to me twice...”
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2013
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CIPR Inside Measurement Matrix
Kevin Ruck, PR Academy
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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?
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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?
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Conversations: are people communicating effectively?
How well do leaders, senior managers, middle managers, line managers and colleagues communicate, both formallyand informally?
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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?
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Employees’ rating of management’s active consulting (%)
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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?
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Employees’ organisational commitment (%)
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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?
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71%“Using my own initiative I carry out tasks that are not required as part of my job”
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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
0.5
1
1.5
2
2.5
3
3.5
4
4.53.8
4.2
2.4
1.4
3
2
Emotional EngagementVo
ice
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2013
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Analysing internal social media and links to IC strategy
Dr Jimmy HuangWarwick Business School
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Rhetorical practice as a crucial aspect of IC
Rhetor
Audience
Message
Strategicintent
Media
Fe
ed
ba
ck
Organisational culture &Institutional norms
Rhetorical resource
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Three telecoms examples
Case 1 Case 2 Case 3
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• 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-
offs
Key dimensions, characteristics and implications
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Can IC be ambidextrous by moving beyond the
trade-offs through the use and leverage of social media?
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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
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• 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
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2013
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Office internal communications and staff engagement dashboardA practitioner’s guide
Guy Bailey and Janis MacLennan, Home Office
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CIPR INSIDE MEASUREMENT SUMMIT
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.
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The offer
improving internal channels
linking with business objectives
tying it all together – the dashboard
Home Office internal communications and staff engagement dashboard , Guy Bailey MCIPR, July 2013.
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The approach
data gathering
problems / solutions
customer requirements
Home Office internal communications and staff engagement dashboard , Guy Bailey MCIPR, July 2013.
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Data gathering - monthly return
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Problems/solutions
missing data
double-counting
spot or trend values
measuring staff feedback actions
Home Office internal communications and staff engagement dashboard , Guy Bailey MCIPR, July 2013.
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Evaluation layers
level 1internal comms and engagement measures
level 2high-level staff engagement priorities
level 3overall engagement index
Home Office internal communications and staff engagement dashboard , Guy Bailey MCIPR, July 2013.
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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!
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Next steps…
Thank you for listening
and please get in touch for more information:
Guy Bailey MCIPREvaluation and staff engagement lead, Home Office
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A more rigorous way of measuring employee
engagement
Simon Elliott, BP
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Twin track approach
Robust measurement framework
Consistent survey methodology
Responsive tools and techniques
Supporting structures
How we went about it
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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
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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%
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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
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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
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Supporting structures
capabilitycommunity of practice
integrated activities
communications policy incorporating
measurement standards and requirements
access to tools, techniques and
processes
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Any questions?
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Using measurement to support business performance
Ghassan Karian, Karian and Box
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Strategic thinking, logically measured, creatively delivered
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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
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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.
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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.
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A robust engagement model
Making the link between communication through to business performance
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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
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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
Any visuals are examples only and do not include real data or commentary
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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.).
Any visuals are examples only and do not include real data or commentary
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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
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CIPR INSIDE MEASUREMENT SUMMIT
2013
www.ciprinside.co.uk