hppr404 unit 4
DESCRIPTION
Public Relations Research and Evaluation | Unit 4TRANSCRIPT
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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.