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Welcome James Harkness, Chair, CIPR Inside

Welcome James Harkness, Chair, CIPR Inside. “What gets measured get s done...”. “I have been here six months and my manager has only spoken to me twice...”. CIPR Inside Measurement Matrix Kevin Ruck, PR Academy.

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Welcome James Harkness, Chair, CIPR Inside

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  1. WelcomeJames Harkness,Chair, CIPR Inside

  2. “What gets measured gets done...”

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

  4. CIPR Inside Measurement MatrixKevin Ruck, PR Academy

  5. 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?

  6. 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?

  7. Conversations: are people communicating effectively?How well do leaders, senior managers, middle managers, line managers and colleagues communicate, both formallyand informally?

  8. 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?

  9. Employees’ rating of management’s active consulting (%)

  10. 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?

  11. Employees’ organisational commitment (%)

  12. 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?

  13. 71% “Using my own initiative I carry out tasks that are not required as part of my job”

  14. 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.

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