MODULE 5--The Communication Process (Steps 7-8) Flashcards
(9 cards)
What is Step 7 of the Strategic Communication Process?
■ Purpose — To put the actions in motion, release the messages and communication materials through the selected channels, and obtain feedback from employees
■ Launch the communication plan — All the work done in the previous steps is now going to be put into action. This includes rolling out your pre-introduction materials, releasing the main message and reinforcing the communications.
* Does everyone know his/her assignment?
* Has everyone been informed who needs to be?
* What are the timing and sequence of activities?
– What is first?
– What follows and when?
* Media? How will the press inquiries be handled?
* Who will answer questions?
■ Obtain feedback — Throughout the implementation step, you need to continually check in with your audience for reactions and feedback (solicited and unsolicited) using informal and formal networks, and respond to what you learn.
What is STEP 8 of the Strategic Communication Process?
STEP 8–Evaluate the plan
Purpose — Define the effectiveness of the communication plan.
■ Continuous process — Evaluation of communication programs is a continuous process. Begin with the initial rollout and further evaluate on an ongoing basis.
■ Obtain feedback from employees — Obtain feedback through questionnaires, focus groups,
interviews and the informal network.
* Talk to managers and group presenters to find out how the program was received.
* Talk to key employees regarding their perceptions.
* Coordinate focus groups.
■ Compare “before” and “after” responses — Where appropriate, compare “before” and “after”
responses from the same employees.
■ Determine if the actions developed during the strategic communication process are appropriate.
* Did we identify the appropriate audience?
* Were the chosen communication channels and tools the most appropriate?
* Was the branding effective? Did you get the recognition you were looking for among
employees?
* Were the translations of materials appropriate?
* Did you use the right communicators?
■ Determine if communication objectives have been achieved.
* Review the defined communication objectives. Were the objectives met?
* If missed, why? Bad targets? Bad plan?
* Determine how much continuing communication is needed and when.
– If continuing communication is necessary, repeat the process.
– If not, determine whether periodic reinforcement of key messages is needed.
How to you Measure the ROI in the Strategic Communication
Part of the evaluation also includes analyzing the organization’s return on investment (ROI).
■ Review your objectives — These objectives were created during the second step of the
communication process.
■ Define success — Success criteria should have already been detailed in the objectives.
■ Identify measurements — Measurements are necessary to quantify results based on the objectives
and ultimately to measure the return on investment. Examples of things to measure include:
* Retention rates
* Unauthorized leaves/absences
* Benefit claims
* Performance rating vs. productivity
* Employee engagement survey scores
■ Track the metrics — Often, the statistics that are tracked will relate to the successful
implementation of a new policy, program or objective. Maintaining historical information on
measurements will allow for a more comprehensive tracking on return of investment of the
communication plan.
■ Investigate cost savings — Conduct research to determine whether there were any direct or
residual cost savings from implementing and communicating the plan. Identify areas where the
organization may have saved money, such as recruitment, training/orientation, human resources/
labor or other expenses associated with the plan. Both long-term and short-term cost savings
should be considered.
What are the two types of Measures to evaluate the Communication Effectiveness?
■ Two types of measures to evaluate communication effectiveness
* Soft measures — employee awareness, understanding or satisfaction
* Hard measures — productivity, employee behavior change, turnover costs and achievement of business goals
■ Valuable to measure both
What should be done to Manage the Communication Plan?
■ How do you get this whole process done?
- Build a project team.
– Include members from throughout the organization as appropriate (may include individuals from HR, IT, finance, legal, and organization communications and managers from key departments).
– Partner with external members such as consultants or vendors as needed.
– Ensure communications team is fully committed and members have the time and resources to keep the project on time and within budget.
– Assess available resources (internal and external), create a budget for time and costs,
establish a timeline and carry out the plan through assignment of responsibilities.
* Create a charter and/or use a road map.
* Apply leadership skills.
* Communicate on an ongoing basis — Expand communication beyond the straight facts.
Include why communication is important to the receiver. Communicate regularly with:
– Team — Communicate regularly with the team. Ensure all team members are aware of the
project timelines and milestones. Keep team members informed when tasks are completed
and when the next deadlines must be met.
– Management — Keep management informed and continue to build/leverage their
buy-in/support.
* Manage/track the plan.
– Manage changes. Organizational changes may result in changes to the communication
plan, timeline or budget. Revise the timeline or budget accordingly and communicate
changes to the team.
* Celebrate success — Celebrate at each milestone and upon completion of the plan.
- Which of the following activities should be conducted during the implementation step of the communication plan?
A. Identify objectives.
B. Evaluate success.
C. Determine the budget.
D. Gauge audience reaction and feedback.
D. Gauge audience reaction and feedback.
- When should the communication plan be evaluated?
A. Immediately following the creation of the plan
B. Whenever the data is available to the communications team
C. After the initial rollout and again four to six months later
D. When financial resources become available
C. After the initial rollout and again four to six months later
- What is considered a soft measure of communication effectiveness?
A. Employee awareness, understanding or satisfaction
B. The amount of money spent on the communication plan
C. Data on productivity and turnover
A. Employee awareness, understanding or satisfaction
- Why is it important to be aware of organizational changes when managing a communication plan?
A. Because any significant change will require a new plan
B. Because the success of any communication plan relies upon a lack of change
C. Because they may result in changes to the plan, timeline or budget
C. Because they may result in changes to the plan, timeline or budget
