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There's a well-known saying: what doesn't get measured doesn't get done. So it is no surprise that communicators, human resource and change managers and other professionals recognise the need to measure and evaluate their work, particularly its worth to their organization and seek the most effective ways to achieve this. Whether you're already involved in research, planning your first project or commissioning an external research company, Employee Engagement and Communication Research covers everything you need to know in order to conduct robust, reliable research. Whether it's a full-scale…mehr
There's a well-known saying: what doesn't get measured doesn't get done. So it is no surprise that communicators, human resource and change managers and other professionals recognise the need to measure and evaluate their work, particularly its worth to their organization and seek the most effective ways to achieve this. Whether you're already involved in research, planning your first project or commissioning an external research company, Employee Engagement and CommunicationResearch covers everything you need to know in order to conduct robust, reliable research. Whether it's a full-scale employee survey or research focusing on a particular subject area such as communication, engagement, change or corporate social responsibility, Employee Engagement and Communication Research is your essential guide covering all the tools, strategy and actions to make your project a success.
Revd Dr Susan Walker is a hospice chaplain and URC minister.
Inhaltsangabe
Acknowledgements Introduction Conversation 1: Sir Robert Worcester, pioneer of employee research Part 1: Measurement 01 Defining your objectives Case study 1: BP Lubricants Case study 2: Virgin Atlantic Research from your desk 02 Involving and communicating with employees Case study 3: State of Georgia Government, USA 03 Data or discussion? Web surveys Paper-based postal or group self-completion surveys Face-to-face interviews Telephone Combining methodologies Conversation 2: Marc Wright, chairman, simply-communicate 04 Qualitative techniques and methods Case study 4: Tetra Park How many groups/interviews are needed? Selecting the participants Organizing a suitable location Developing a topic guide Facilitating a meeting Projective techniques and exercises Interpreting and presenting the feedback 05 Lies, damned lies and statistics Range of statistical tools Statistical reliability Valid samples Conversation 3: Sandra Macleod, group CEO, Echo Research 06 Questionnaire development and design Conversation 4: Peter Hutton, founder of BrandEnergy Research 07 Maximizing response rates Case study 5: International Transport Workers' Federation Other tips to stimulate response rates Part 2: Strategy 08 Burning issues for your research to cover Engagement Case study 6: EDF Energy Communication Change 09 Emerging issues Trust Relationships Innovation Case study 7: Can innovation be measured? Culture Values Customer service Reputation and brand image Sustainability and corporate social responsibility Mergers and acquisitions Conversation 5: Jenny Davenport, director, People in Business 10 Understanding, interpreting and getting the most from your data Trends over time Perspective Understanding your audience Case study 8: The Civil Service in the UK F inding the keys Issues insights Research models What they say... Interpretation 11 Turning the results into the organizational story Content Approach Surprise Case study 9: BBC 12 An international perspective China India Brazil Russia Nigeria Conversation 6: Barbara Gibson, intercultural communication consultant 13 Making the business case Case study 10: Rentokil Initial Extensive research links with the business Organizational metrics Identify specific measures Conversation 7: Angela Sinickas, president of Sinickas Communications Part 3: Implementation 14 Lights...Sound...Action! 15 The six key stages Planning from the start Conversation 8: Kevin Murray, chairman of the Good Relations Group 16 Putting the action plan in place What are the areas for action focus? 17 Who is responsible for taking action? Who is driving the overall action plan forward? CEO and senior management team Division/location/country role Function and departmental role The line manager's role Who will be involved? Where is the support and advice? 18 Translating action points into action implementation 19 Keeping the research alive and well Case study 11: Aon Communicate, communicate, communicate 20 What does the future hold? Stephen Welch, Hay Group Partick Kulesa, Towers Watson Simon Barrow, People in Business Mark Weiner, Prime Research Lou Williams, Lou Williams Companies Angela Baron, CIPD Nita Clarke, IPA and Engage for Success Case study 12: John Lewis Partnership Appendix Index
Acknowledgements Introduction Conversation 1: Sir Robert Worcester, pioneer of employee research Part 1: Measurement 01 Defining your objectives Case study 1: BP Lubricants Case study 2: Virgin Atlantic Research from your desk 02 Involving and communicating with employees Case study 3: State of Georgia Government, USA 03 Data or discussion? Web surveys Paper-based postal or group self-completion surveys Face-to-face interviews Telephone Combining methodologies Conversation 2: Marc Wright, chairman, simply-communicate 04 Qualitative techniques and methods Case study 4: Tetra Park How many groups/interviews are needed? Selecting the participants Organizing a suitable location Developing a topic guide Facilitating a meeting Projective techniques and exercises Interpreting and presenting the feedback 05 Lies, damned lies and statistics Range of statistical tools Statistical reliability Valid samples Conversation 3: Sandra Macleod, group CEO, Echo Research 06 Questionnaire development and design Conversation 4: Peter Hutton, founder of BrandEnergy Research 07 Maximizing response rates Case study 5: International Transport Workers' Federation Other tips to stimulate response rates Part 2: Strategy 08 Burning issues for your research to cover Engagement Case study 6: EDF Energy Communication Change 09 Emerging issues Trust Relationships Innovation Case study 7: Can innovation be measured? Culture Values Customer service Reputation and brand image Sustainability and corporate social responsibility Mergers and acquisitions Conversation 5: Jenny Davenport, director, People in Business 10 Understanding, interpreting and getting the most from your data Trends over time Perspective Understanding your audience Case study 8: The Civil Service in the UK F inding the keys Issues insights Research models What they say... Interpretation 11 Turning the results into the organizational story Content Approach Surprise Case study 9: BBC 12 An international perspective China India Brazil Russia Nigeria Conversation 6: Barbara Gibson, intercultural communication consultant 13 Making the business case Case study 10: Rentokil Initial Extensive research links with the business Organizational metrics Identify specific measures Conversation 7: Angela Sinickas, president of Sinickas Communications Part 3: Implementation 14 Lights...Sound...Action! 15 The six key stages Planning from the start Conversation 8: Kevin Murray, chairman of the Good Relations Group 16 Putting the action plan in place What are the areas for action focus? 17 Who is responsible for taking action? Who is driving the overall action plan forward? CEO and senior management team Division/location/country role Function and departmental role The line manager's role Who will be involved? Where is the support and advice? 18 Translating action points into action implementation 19 Keeping the research alive and well Case study 11: Aon Communicate, communicate, communicate 20 What does the future hold? Stephen Welch, Hay Group Partick Kulesa, Towers Watson Simon Barrow, People in Business Mark Weiner, Prime Research Lou Williams, Lou Williams Companies Angela Baron, CIPD Nita Clarke, IPA and Engage for Success Case study 12: John Lewis Partnership Appendix Index
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