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 engagement

1. #ICsummit13

2. Welcome
James Harkness,
Chair, CIPR Inside

4. “What gets measured gets done...”

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

7. CIPR Inside Measurement
Matrix
Kevin Ruck, PR Academy

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

9. 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?

13. 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?

15. 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?

16. Using my own initiative I carry out
tasks that are not required as part
of my job”

17. 3.8
4.2
2.4
1.4
3
2
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
0 1 2 3 4 5
Voice
Emotional Engagement

19. Analysing internal social media
and links to IC strategy
Dr Jimmy Huang
Warwick Business School

20. Rhetorical practice as a crucial aspect of IC
Rhetor
Audience
Message
Strategic
intent
Media
Feedback
Organisational culture &
Institutional norms
Rhetorical
resource

21. Three telecoms examples
Case 1 Case 2 Case 3

22. •
– Reach versus richness
– Univocality versus multivocality
– Consumption versus coproduction
•
– 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

24. Rhetor
Audience
Message
Strategic
intent
Social
media
Feedback
Reach vs richness
Univocalityvs multivocality
Consumptionvs coproduction
Degree of fluidity &
ambidexterity
Interactive
feedback
Rhetorical
resource
Organisationalculture &
Institutionalnorms

25. •
•
Concluding remarks

27. Office internal communications
and staff engagement
dashboard
A practitioner’s guide
Guy Bailey and Janis
MacLennan, Home Office

28. Introductions
Guy Bailey MCIPR
Evaluation and staff engagement lead, Home Office
Janis MacLennan, CIPR
Internal communications manager, Home Office
Home Office internal communications and staff engagement dashboard , Guy Bailey MCIPR, July 2013.

30. 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.

31. The approach
data gathering
problems / solutions
customer requirements
Home Office internal communications and staff engagement dashboard , Guy Bailey MCIPR, July 2013.

32. Data gathering - monthly return

33. 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.

35. Evaluation layers
level 1
internal comms and engagement measures
level 2
high-level staff engagement priorities
level 3
overall engagement index
Home Office internal communications and staff engagement dashboard , Guy Bailey MCIPR, July 2013.

38. 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!

39. Next steps…
Thank you for listening
and please get in touch for more information:
Guy Bailey MCIPR
Evaluation and staff engagement lead, Home Office

41. A more rigorous way of
measuring employee
engagement
Simon Elliott, BP

42. Twin track approach
Robust measurement framework
Consistent survey methodology
Responsive tools and techniques
Supporting structures
How we went about it

43. near term data and insights
on-going measures
long term trends and sentiment
annual 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

44. Robust measurement framework
1. communication effectiveness 2. employee experience+
drives
3. understanding
what I know
4. confidence
how I feel
5. trust
what 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%

45. 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

46. Responsive tools and techniques
Governance - overview of all employee survey activity
Peace of mind - enhanced data privacy and security
Efficiency - bespoke question library and standard survey templates
Effectiveness - internal benchmarking capability
Collaboration - user group functionality
Consistency - Group required questions automatically added to all surveys
‘The BP survey tool for
all employee surveys’
SurveyWizard

47. Supporting structures
capability
community
of practice
integrated
activities
communications policy
incorporating
measurement standards
and requirements
access to
tools, techniques and
processes

48. Any questions?

50. Using measurement to support
business performance
Ghassan Karian, Karian and Box

51. Strategic thinking,
logically measured,
creatively delivered

52. 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

53. 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.

54. 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

55. A robust engagement model
Making the link between communication
through to business performance

56. Powerful reporting –
joining the dotsPowerful 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

57. 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

58. Business driver analysis
Reportable
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
Any visuals are examples only and do
not include real data or commentary

59. 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

60. www.ciprinside.co.uk