New Models & Approaches from the UK Govt Comms team

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In the spirit of open and collaborative communications, last week the Government Communication Service launched two new initiatives to support public sector comms teams – both are worthy of the attention of communicators across sectors.

These are internal approaches for government communicators, but anyone can view and download these models/approaches via the beta version of the gov.uk website, which is itself a model of simple, clean design and straightforward language.

Serving audiences effectively

The Modern Communications Operating Model looks at the principles for improving communications team capability, structures, skills and resources. The aim of the MCOM is to support internal teams – and one would assume broader public sector communication teams – to structure and deliver more effective, efficient communications.

The GCS website says: “Modern teams should be seamlessly integrated, based around audience understanding, be insight and data-driven and be digitally-orientated. To create this consistently the model sets out ways of arranging communications teams for varying sizes of organisations.”

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Evaluating impact

The second initiative – the New Evaluation Framework – lists metrics and approaches to measurement of  media, marketing, digital, stakeholder engagement and internal communications.

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The GCS website notes:

“Good evaluation leads to a better understanding of what works well so we can do more of it, and of what doesn’t so we can stop doing it.”

Whether you are in public sector comms, or in the private sector, these are really useful, simple tools to use with your teams and assess your own approaches. Hats off to the Government’s comms teams for a) developing them, and b) making them broadly available.

The International Association of Business Communicators (IABC) is a global  membership association with a network of 12,000 members in more than 80  countries. We deliver on the ​Global Standard in communication through educational offerings, certification, awards programs and our annual ​World Conference.​ Follow  us on Twitter ​@iabcuk.

Gay Flashman is a former Managing Editor of Channel 4 News and an experienced communications consultant.  Gay is CEO of ​Formative Content​, a UK based agency providing high quality blog  content, live event coverage ​and social media content ​for clients around the world.

A year in summary

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Tessa O’Neill’s speech at IABC UK Annual General Meeting of 30 June

As I acknowledged in my acceptance speech in June 2014, I knew this would be a year of transition and change. It almost felt like the best we might achieve in this term was to maintain an even keel until the real developments took place later this year.

But I was keen to push for innovation in our board to set some foundations for novel work that would, in line with our new brand offering, best represent IABC in the 21st century.

So our aim as a board was to create excitement around IABC, grow our network, encourage greater participation and demonstrate exceptional value of membership.

 

Our Board

The IABC board comprises expert communicators, with day jobs and most importantly with personal lives that should always take precedence over any volunteering activity.

So it’s often a challenge to give your all to something that can only be supported in your spare time – especially as there’s less and less of that nowadays!

But I have been hugely impressed this year by the dedication of all our board members and, particularly, by those who took their roles extremely seriously and delivered over and above what was expected. And special mention must go to Susan Walker, Dana Poole & Kira Scharwey for their exceptional work on events, digital marketing and membership respectively.

I’ve really enjoyed working with the team this year; it’s been a huge honour, and a steep and fulfilling learning curve. So I’d like to pause and ask all our board to stand up so we can give them a big round of applause.

Thank you! So on to our update…

Membership

Historically maintaining healthy membership has always been a challenge and increasingly so for all associations.

But, despite a slow start, overall membership has actually risen year-on-year by a not inconsiderable 70 percent. This is chiefly due to recent student sign-ups from Bournemouth University and London College of Communications (LCC).

And we are working with Bournemouth to maximise IABC’s engagement with student members (via a student representative and potential sub-committee of students who will promote IABC internally).

We also saw great success in increasing renewals during Member Month. Board members divided up the chapter’s list of lapsed members and personally contacted each of them. A bit of Nudge theory in practice!

Mentoring

The mentorship programme is becoming a USP for the chapter. It has been the main draw for greater student membership.

We currently have 12 mentors and as many mentees, with potentially 100 additional mentees joining the programme from LCC and Bournemouth over the next year.

 

We have introduced a time-limited “wave” approach to deal with the increased number of mentees. And we also hope to increase mentor numbers accordingly; offering web-based training to more experienced members.

We also signed up our first two regional mentors this year. A good way to engage established members outside the SouthEast who sometimes might feel like members-at-large.

Regional

While very much an exploratory year for Regional, it has not been without results.

We held our very first regional event – and webcast – with the South West Corporate Communicators (SWCC) in Bath in October 2014. It featured IABC’s very own Shel Holz as keynote and more than 20 people attended. Interest continues to grow.

Looking ahead, we are planning further events for 2015-16 in Bristol and Bournemouth.

We have also worked to engage members in Sheffield, South Wales, and Leeds over the coming months. So more opportunities to expand our organisation nationally.

We are in discussions with Leeds University about enrolling more than 50 students and promoting IABC to a further 200 students at the university, together with corporate members and communications professionals in the local area.

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Measuring employee engagement in internal communication

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Recent studies show that over 60% of internal communicators are still not measuring internal communication. (Download the Survey report PDF).

As an internal communicator, you know it is important to measure the impact of your communication and prove your function’s business value. Yet most internal communicators are not measuring internal communication, which includes measuring employee engagement.

Why measure employee engagement? If you do not measure, you do not matter

Why are 60% of communicators not measuring internal communication? Most likely it is a combination of them not being sure where to start, not aware that it is imperative to prove the business value, and not aware of the technology that enables internal communication measurement.

Tips to help you jump-start access to internal communication metrics which will support measuring employee engagement

Use up-to-date technology
Conduct a channel audit. Identify where you need to update your channel technology (such as email and intranet) to software that delivers the real-time metrics and analytics you need.
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Be resourceful: easily quantify your impact

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The person hiring you next will want to know what difference you’ve made in the past. The past is not always a guide to the future, but most employers and clients see it as an indicator.

They want it in clear concise measurable, and ideally easily verifiable terms. This is true for traditional permanent staffers and freelancers on the move alike – not to mention those who are willing to give their skills away pro bono: the recipient should still look for proof to ensure a good match.

It is how I’ve hired (and been hired) since the nineties and the good practice guidance out there reinforces the importance of this point, whether you read the classic What Colour is Your Parachute, this handy Interview Guide from Berkeley (PDF) or the direct advice from companies like Google.

Show the employer that you are a good fit with detailed examples of times when you successfully used the skills they seek. The Berkeley Job & Internship Guide

Many people struggle with this and come up short. You don’t want to know how many people with otherwise good CVs have made a wasted journey to an interview where they then failed to use data to set out the measurable difference they made. It is a lot of people.

Basically, a good interview answer is in its concise essence structured like this:

Faced with challenge X I did Y which resulted in Z. Whatever you’re starting these days it will most likely have a digital footprint – and this makes for easy illustrations – both qualitative and quantitative. Because a good Z is made up of both.

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