How IC it

What I like in the world of internal communications and employee engagement.

Archive for the tag “channels”

Ebola – addressing the internal comms challenge

Is your phone ringing yet? The call might have come from Health & Safety, HR, or even a concerned employee. But soon, somebody will be in touch with Internal Comms about doing something about Ebola.

The current outbreak of the Ebola virus in Africa is making headlines including this slightly misleading one about Birmingham airport.

I led internal comms during the 2009 swine flu pandemic. At times I felt that my role was not simply my comms skills but actually to be a voice of calm and balance when many stakeholders were running into something resembling panic.

And balance is the key principle here. Your efforts will need to reflect the level of risk, so clearly if your business operates in west Africa, you’ll already be into crisis mode. For the rest of us in Swansea, Sterling, Southampton or Sheffield, our job at this stage of the outbreak is careful considered comms.

So here is my guide to managing comms during a national or worldwide health scare. Download my outline comms plan which I hope gives you a framework to tailor for your own business and for any concern, from the current Ebola outbreak to swine flu, bird flu, or foot and mouth.

In the plan you’ll find:

  • Communications principles to make sure your activity is in line with actual risk levels, and ‘leaves you somewhere to go’ when risk and media coverage ramp up.
  • Outline key messages by priority audiences and at increasing risk levels.
  • Sample FAQs to get you started.

Download the plan here: Ebola comms plan

Want more?

 

The seven deadly sins of measurement

I’ve been judging awards recently and measurement seems still to be the holy grail, with some teams really hot on measurement and evaluation of their efforts and others either not measuring at all or looking through only a limited lens. Got me thinking about the perils and pitfalls of this hot topic, so here are my Seven Deadly Sins of Measurement.  How many are you guilty of?

1. Not measuring at all

Let’s start with the obvious. You’re busy. Your team are busy. Look at us! We’re so in demand! We’re in that meeting… working up that campaign… writing that email… Why? What for? Who’s reading it? If you don’t measure your activity, you’re a busy fool. You don’t know the right place to spend your blood, sweat and tears – and busy does not a business case make or protect you when the restructure axe comes swinging.

2. Measuring the wrong thing

All measurement is equal, right? Not so. Have you agreed with your stakeholder the outcomes of the project you’re supporting? That’s what you should be measuring. I use an ‘engagement curve’ to plot agreed outcomes along the comms journey – from awareness and understanding through to buy-in, commitment and ownership (where people start to take action). It shows me what I should be measuring at each stage of a comms plan. It’s no good showing that 1,500 people have read your beautifully-crafted intranet article if nobody is actually following the new way of claiming expenses.

3. Hits or hearts?

Your vital statistics – hit rates, viewing figures and downloads of documents – are a good indication of your awareness waistline. And for some projects, getting people to awareness or understanding is plenty. For others, though, your business is looking for a change of behaviour. That requires hearts as well as minds, habits rather than hit rates.

4. Keeping your successes to yourself

It’s tempting to put all the comms planning effort into the early stages. We build a detailed comms plan and map out every step of delivery. We burn the midnight oil over the campaign materials. The project doesn’t end when the posters come down. A project closedown report is as vital as the start-up plan. Make sure you present back to your stakeholders at every step of the way and certainly at the end of the campaign to show how your comms have met their objectives. It can hardly be a bad thing if you can include some of your impressive achievements in your own performance review… Oh stop, you’re making us blush.

5. Doing what you’ve always done

The great advantage of measuring at every step is that you’ll soon pick up if things aren’t taking you where you need to be. Listen to the jungle drums and be prepared to adapt or bolster your comms approach. Chances are your messages aren’t getting through if the HR mailbox is bursting with questions about the new policy, the programme office is taking calls from directors about the impact on customers, or line managers are beseiged by worried colleagues who have heard a rumour. Don’t stick unswervingly to ‘Plan A’ when the insight tells you a detour is needed.

6. Beware data distrust

I’ve lost count of the number of times I’ve presented the results of the satisfaction survey to senior managers who have dismissed the findings because we didn’t ask enough people… or because Site X has a negative culture… or Team B have just had a change of manager. Agree upfront what a credible representative sample will be. Work with your stakeholders in the early days to explain what they can expect from the findings. After all, once you hit a certain response rate, you’ve captured all views and anything else is duplicating.

7. Treating IC as a nice to have, not a risk management tool

This comes down to the ‘why are we here?’ question. Done well, internal communication is a risk management tool. It’s not a nice to have, soft business activity. If you believe anything less, then you’re holding yourself and your business back.

So, confession time – are you a saint or a sinner?

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