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CCom3.02 is a versatile tool that can be used at different stages of the comms journey to check how comms messages have been received and how well they have supported understanding of your transformation.
Here you can use it as the final step in building the business case for getting the resource and funding for your communications strategy.
If you have worked through the toolkit so far, you will have:
● built an understanding across the leadership of their role in the communications activity
● drafted an outline strategy of what communications needs to be delivered
● fostered a collaborative relationship with the communications teams in the partners
● gained an understanding of the internal communications within each partner’s service and organisation
● developed a shared vision of what the outcome of a successful communications strategy will look and feel like to those who receive it, or deliver it
Now there is a final piece of work – and it is probably the most important.
You must engage with the staff and key stakeholders who will be effected by the change. You need to understand where the existing formal and, more importantly, informal communications have left their thinking. That will determine the size of resource and funding that the leadership will need to provide you with.
Have the communications’ messages even reached them yet?
Putting information on the intranet, holding staff meetings and sending regular emails, does not mean that the messages have been internalised and understood. So it’s time to take the temperature of the staff within the partnering organisations and any directly effected stakeholders.
CCom3.02 is a versatile tool that can be used at different stages of the comms journey to check how comms messages have been received and how well they have supported understanding of your transformation.
How to use this tool
CCom3.02 is the final step in building the business case for getting the resource and funding for your communications strategy.
It will help you engage with the staff and key stakeholder who will be effected by the change. You need to understand where the formal and, more importantly, informal communications have left their thinking. That will determine the size of resource and funding that the leadership will need to provide you with.
Please don’t set your survey out like this! We just needed to provide you with examples of what to ask – we are not suggesting you ask them in this format.
Please remember that these toolkits are to inspire you to do better. Therefore do not just accept the questions we have provided. Step back and think of the most appropriate ones for your circumstances.
Step 1: Working with your comms colleagues and project managers, decide how you will conduct the survey of the staff and directly effected stakeholders – who could for example be recipients of the service such as patients, residents or businesses.
Step 2: Test your chosen system and questions on a sample of each group to ensure that the system works and the questions are clear.
Step 3: To increase the likely hood of a response, you may like to forewarn the staff and stakeholders that they will have the opportunity to comment through the survey.
Step 4: Declare if you are going to openly publish the results of the survey, or just use the results for your business case.
Step 5: Set a deadline for return and remember to thank all those who contributed.
