Describe a time when communication measurement influenced strategic goals.

AUSTRALIA

One of our clients recently introduced a new reward and remuneration system as part of a cultural change program. A principal goal was to make managers--not HR--more responsible for communicating corporate matters to staff.

We developed a communication program to achieve this, along with a two-step measurement plan to assess the project's success. Following manager information and training sessions, we used a survey to measure managers' confidence in communicating the new system to staff, and their satisfaction with the materials. After managers conducted staff briefings, we undertook a second survey across the organization to identify whether the team briefings had taken place and how well the new remuneration system had been communicated. The program is still in final rollout, and we will be evaluating its effectiveness.

INGRID SELENE

Sydney, New South Wales, Australia

SOUTH AFRICA 

The mission of the administration of the Eskom Pension and Provident Fund is to supply superior retirement benefit and asset management services to the energy industry and selected corporations in South Africa.

In 1994, a detailed member and pensioner communication audit clearly pointed to core information needs and issues, preferred channels and service needs. This provided the foundation for our strategic communication contribution to the organisational game plan.

As a result of focused measurement, communication programmes involving road shows, member and pensioner publications, member seminars and regional advisory committees, HR training and empowerment, local area committees, a member web site and advanced electronic communication channels have been developed to drive member satisfaction with fund procedures and services.

We have measured both process and performance regularly since the initial benchmark was established. This measurement has taken place on average every two years, using surveys, focus groups and face to-face interviews, and has been focused on core deliverables and critical indicators throughout.

The measurement model developed, and consistently refined, incorporates both diagnostic and constituent variables, and tests perceptions as to fund credibility and governance processes. It also measures communication, customer service and educational processes and needs.

Communication strategy is derived primarily from this measurement in accordance with the organisational vision and goals.

We believe we have been able to contribute significantly to core organisational strategy in terms of education, customer satisfaction and overall member confidence. Without adopting a sustained and scientific approach, we never would have been able to do this.

TONIE SLABBERT

Johannesburg, South Africa

CANADA

Three years ago, our organization introduced a new president and CEO. She is a young, dynamic leader with a strategic agenda that is very different from her predecessor's. As a result, one of the primary communication objectives became the communication of the new business strategy--and a measurement program to ensure the effectiveness of our stakeholder communication plan.

Our most effective measurement tool has become our staff engagement research. This research--administered through a third-party HR consulting firm--is much more than a standard employee satisfaction survey. "Engagement" is defined as employees' willingness to "go above and beyond" in three categories:

* Say: Speak positively about the organization to stakeholders.

* Stay: Have an intense desire to be part of the organization.

* Strive: Exert extra effort to achieve business objectives.

Many of the questions in the measurement survey relate directly to employees' understanding of the organization's strategic direction, quality of interaction with management and availability of information needed to do their jobs.

Our initial scores in these areas were poor and set off a series of consultations with stakeholders (especially employees) to get at the issues. Three years later, our scores have improved dramatically. In fact, we are now one of the top 50 organizations in Canada for "employee engagement," and our turnaround efforts have been featured in national publications.

I strongly encourage a consistent, objective and measurement oriented approach to strategic communication. Let the results literally speak for themselves.

PAUL MLODZIK, ABC 

Guelph, Ontario, Canada