Communications Audit Action Plan Written by Carrie Voysey May 7, 2010

Background
In February, 2010, the Communications and Development Department worked with Institutional Research to design and deliver a two-part Communications Audit to supervisors and employees of Company X. The requirement for an Audit was identified as being necessary by the Employee Engagement Communication Task Force to understand how well or how poorly the current processes of communication are working prior to improving current processes and implementing new ones. In alignment with recommendations from the Communications Task Force, departmental differences were taken into consideration. The first part of the feedback process was sought from supervisors and was then integrated into the second part of the audit process which required feedback from employees. At the end of the process, 84% of supervisors responded to the survey and 179 responses were collected from employees (the numbers of employees that were invited to participate was not made fully available to Institutional Research. Therefore, a percentage is not available). Online surveys were utilized to gather the information. It was decided that the Communications Audit could be conducted effectively through Institutional Research, rather than Communications and Development Department or an outside consultant. The Communications and Development department is simply too close to the topic to produce an unbiased audit and an outside consultant is not feasible for Company X at this time. An Internal Communication Audit Report, which includes analysis of the data collected, was prepared and delivered by Institutional Research on April 23. This action plan directly relates to the results of the Audit Report. Once reviewed and approved, the Audit Report and the Action Plan will be rolled out to Company Xs community. This will begin in June, with the main rollout taking place in October, 2010.

Process
The Internal Communication Audit Report indicates that there are many barriers to effective communication at the Company X. To keep the Action Plan realistic and doable, the decision to pursue a particular opportunity for improvement or overcome a particular barrier took current budgetary constraints, timelines and resources that are readily available (both technological and human) into account. For now, the focus has been placed on the actions/tasks that can help BOTH supervisors and employees and will give us the most bang for our buck. The results of the progress on this action plan will be reviewed and measured on an annual basis and will be updated accordingly.

Communications Audit Action Plan May 7, 2010

Barriers to Communication
1. Timeliness of Information Employees view receiving information in a timely manner as the largest barrier for effective communication. Receiving information in a timely manner was also identified as a major barrier to effective communication for supervisors. Given that both supervisors and employees have identified this issue as an obstacle to effective communication; it is a key point that will be addressed in the strategy of this action plan. 2. Quality of Information According to the Internal Communication Audit Report, barriers to effective communication for supervisors were also centred on the quality of information they receive. Only 52% of supervisors said the information they receive is clear and concise and only 55% of supervisors said the information they receive is complete and informative. A lack of quality information (incomplete, unclear, and/or spun to hide transparency), was also identified as a communication barrier for employees. In essence, the results regarding the quality of information being received leaves room for improvement. 3. Receiving information The number one preferred method of receiving Company X information is via email for both supervisors and employees. Over 95% of supervisors said they receive information that affects them or their department via face to face meetings and this is their number one preferred method. Employees preferences regarding the way they receive Company X information are being met as approximately 92% said they receive Company X information via email and this is their number one preferred method. The majority of employees are also receiving information which pertains to themselves or their department via email. However, their number one preferred method of receiving this information (departmental) is via face to face meetings. In summary, when in comes to receiving institutional information, email has become the accepted means of receiving this information. However, when departmental and/or personal information is being communicated to employees in this way, it is not the most effective method of communication.

Communications Audit Action Plan May 7, 2010

4. Personal Communication Skills Supervisors view their personal communication skills as their major barrier to effective communication. This makes sense. If supervisors do not have the skills to communicate appropriately, this can lead/has lead to barriers to effective communication for employees which include (as indicated in the Internal Communication Audit Report): A feeling that employees are overlooked during planning, projects and processes which leads to low morale and cynicism. A feeling that employees and their input are treated as less valuable. A feeling of distrust which is formed by past history and perceptions. A large amount of peripheral information being shared which makes it difficult to ascertain what is pertinent to ones duties and what is not. Direct questions are sometimes not answered which cause frustration and mistrust. Limited access to the supervisor due to his or her workload.

The lack of communication skills of others is also viewed as major barrier. Employees too, should be encouraged to take ownership with regards to their responsibilities as communicators at the Company X.

The Strategies
There are basically three recommended courses of action that will address much of the said barriers to communication at the Company X. They are to: 1. Create, market (internally), and continually update an Employee Intranet. 2. Increase the frequency of face to face departmental meetings. 3. Provide communication education to supervisors and employees. Below are the basic strategies for achieving the recommended courses of action.

1. Employee Intranet
Company X Goal: To receive quality information (clear, concise, informative, transparent) in a timely manner. Communication Goal: To increase interaction between supervisors and employees. Messages: We value open and transparent two-way communication. We want you to be the first to know about what is going on and we want you to be involved. Action: Create an online platform that will offer interactive, dynamic content to employees and supervisors on an ongoing, real-time basis. The Employee Intranet will be built by the IT department and content will be fed by employees and supervisors. The Communications and Development department will play a key role in terms of uploading content and encouraging individuals to use the medium.
Communications Audit Action Plan May 7, 2010

Measurement: Monthly monitor number of hits, comments and submissions for new content.

2. Increase frequency of face to face meetings

Company X Goal: To share/receive quality departmental information with employees and supervisors through face to face communication. Communication Goal: To increase interaction between supervisors and employees. Message: We support you and want to ensure you have the tools to do your job effectively and efficiently. Actions: Encourage supervisors to physically meet with employees on a regular basis (i.e. once a month), across the departments, and introduce non-regular agenda items to keep it interesting (i.e. guest speaker). Measurement: Monitor number of meetings on a quarterly basis.

3. Provide communication education

Company X Goal: To provide individuals with an opportunity to become familiar with effective means of internal communication. Communication Goal: To communicate effectively with one another. Message: We want to understand each other. Actions: Provide educational sessions, workshops, and tips on effective communication skills for supervisors and employees. The education can be provided in various formats and times (online, internal newsletter, guest speakers, 15 minutes during every department meeting, etc.). and topics could include: email etiquette, creative communication, writing for the web, etc. Measurement: Evaluation forms could be provided after the educational session is delivered.

Timelines
The timeline* for the implementation of the Employee Intranet is as follows: June 15, 2010: Discussion regarding branding, design elements and content with IT department (IT) and the Communications and Development department (C&D). June 30, 2010: Sample content delivered to IT from C&D. July 15, 2010: Design mock up prepared by IT. July 15-September 15, 2010: Web development and content upload. September 15-September 30, 2010: Web testing.

Communications Audit Action Plan May 7, 2010

August 31-September 30, 2010: Internal marketing campaign to promote launch of site to employees. October 1, 2010: Launch date. October 1-December 15: Internal marketing campaign to drive employees to the site.

*Subject to change The timelines for increasing the frequency of face to face meetings and providing communication education are variable and dependent on the department.

Communications Audit Action Plan May 7, 2010