471 employee relations

PUBLIC RELATIONS471JANUARY 12, 2011

EMPLOYEE RELATIONSRESEARCH• Client Research

• Information about the organization’s personnel.• What is the size and nature of the workforce?• What reputation does the organization have with it

workforce?• Gannett• Heritage Broadcasting

EMPLOYEE RELATIONSRESEARCH• How satisfied are the employees?

• Do you communicate differently with a group that is happy than you would a group that is disgruntled.

• How?

• What employee communication does the organization use?

• How credible has that material been in the past?

• The best way to take a look forward is to take a look back.

EMPLOYEE RELATIONSAUDIENCE RESEARCH• Management,

• Upper Level• Middle Management• Lower Level Management

• Staff

• Specialists• Clerical Personnel• Executive Assistants

EMPLOYEE RELATIONSAUDIENCE RESEARCH• Uniformed Personnel

• Equipment operators• Drivers• Security

• Union Representatives

EMPLOYEE RELATIONSIMPACT OBJECTIVES• Increase knowledge of organizational policy.

• Enhance favorable employee attitudes toward new organizational program.

• Greater employee adoption of behavior

• Put a new cover sheet on the TPS report.• Promote community activity by employee on behalf of

company.

• United Way Campaign• Volunteer at Ice Cream Social• We have a booth at the science fair.

• Receive employee feedback.

EMPLOYEE RELATIONOUTPUT OBJECTIVES• Recognize employee accomplishment

• Schedule future communication.

• Face-to-face • Digital • Written

EMPLOYEE RELATIONSPROGRAMMING• Training seminars

• Programs/lectures/webinars

• Open house

• Party/Reception/Tweet Up

EMPLOYEE RELATIONSUNCONTROLLED MEDIA• Often times, the discussion points found with internal

communications are newsworthy.

• Employee wins award.• Company getting sued.• Organization offers innovation unique to the area.

• As you plan internal communications, you should anticipate how this will mesh with the media. This is especially true when the news is bad.

EMPLOYEE RELATIONSCONTROLLED MEDIA• Bulletin boards

• Displays and exhibits

• Telephone hotlines/webinars

• Inserts with paychecks

• Internal TV

• Executive blogs

• Company meetings

• Booklets/pamphlets

• Speakers/seminars

EMPLOYEE RELATIONSEVALUATION• Did behavior change?

• Are more people using the new wellness program?• Are more people using the new cover sheet on their TPS

report?

• Did perception change?

• Surveys are a great way to gauge what people really think.• Evaluation forms also work.• Employee focus groups can be successful as well.

MEMBER RELATIONSTHE DIFFERENCES• Most associations require membership to pay dues.

• Am I getting my money’s worth?• The organization owes me a service.

• Association membership is more difficult to contact.

• What is a successful open rate for an e-newsletter? • Association membership has different priorities.

• They have a separate business that requires attention.• Their focus on your association is limited.

• Associations have different levels of command which can have different priorities.

• National• State• Local

SIX WAYS TO MEASURE RELATIONSHIPS

• Control Mutuality: stable relationships require that each

party have some measure of control over the other (If one wields all the control how healthy is that? )

• Trust: each party’s level of confidence in and willingness to open up to the other (self explanatory)

• Satisfaction: extent to which each party feels the benefits of its relationship with the other outweighs the costs

SIX WAYS TO MEASURE RELATIONSHIPS

• Commitment: extent to which each party believes the relationship is worth maintaining and promoting

• Exchange relationship: extent that one party grants benefits to the other because the other have provided benefits in the past or will do so in the future

• Communal relationship: extent to which each party provides benefits to the other out of concern for the other’s welfare, even if it may not receive something in return

*While relationships are often difficult to measure, they effects they have on PR outcomes can be quite powerful

SWOT ANALYSIS• Strengths

• Weaknesses

• Opportunities

• Threats

Strengths• Nobody does it like us

• No interruption of equipment

• Easy to manage

• Specialized area of expertise

• Have the ISO relationships in place

Weaknesses•Not aligned

•“Smart” and environmentally-friendly is becoming cliché

•We are young, small, unproven

•These kind of companies are not’t making tremendous waves, yet

Threats• One stop shopping providers

• Big brother

• Commercial barriers

• Hiccups in performance have left bruise on industry

• Is our service becoming a commodity?

Opportunities•Educate on our industry. Nobody knows what we do

•Governments, investors, etc. are all excited about this work

•Nobody else really talks about making money by doing this

•A lot of merging going on – we look focused

SWOT Analysis

Brand Architecture

Differentiating Brand Benefit

Target Audience Motivation

Positioning

Reasons to Believe

Brand Architecture

Differentiating Brand Benefit

We provide a solution that is

simple, safe and effective.

Target Audience Motivation

I want to do the right thing, but it’s hard to find time in my job.

Reasons to Believe

Simple•We do the heavy lifting to create complex technology that is user friendly.•Quick assessment of your resources will determine how much balance is available•No cost to install – we handle it all•Everything works behind the scenes with minimal to no oversight responsibility on you

Safe• No impact on effective results of your

equipment• Equipment is not being turned off and on to

accommodate load response• Testing determines your participation level

without impacting your business

Effective•Make money for participating – an unrealized revenue stream•Help minimize greenhouse gas emissions in your community•Your customers will not notice a thing•Delivering a marketing benefit to you that allows you to differentiate

We do the work. You reap the reward.

CASE STUDY ANALYSIS

MEASURING SUCCESS

Inputs

Outputs

Outcomes

Relationships

INPUTS• Inputs represent the time, energy and resources that

go into developing strategies and tactics.

• They are products of the research and planning pieces of the PR process, though not a measure of a plan’s success they lay the foundation.

• What surveys were conducted? How? • Focus groups? • What did the team do to make sure they understood

the problem and had the audiences correctly identified?

INPUTS: QUESTIONS TO ASK

Objectives & tactics based on solid research?

What kind of plan?

Quality of the plan?

Well targeted tactics?

Evaluation methods included?

Was there consensus?

OUTPUTS• Specific actions taken during the execution of a PR plan.

• They often represent what is readily apparent to the eye.

• News releases.• Social media tools.• Open houses.

• Quality of outputs alone does not guarantee success but without them the plan won’t succeed.

OUTPUTS: QUESTIONS TO ASK

• Are the messages clear & on strategy?

• Are there any forces that inhibited delivery or understanding?

• Is it of satisfactory quality?

• Are the resources managed wisely?

OUTCOMES•Concept is simple to understand but measurement is complicated.

•Some of the best outcomes are intangible (increasing awareness, living a healthier lifestyle)

•Often qualitative rather than quantitative measures.

•Usually the more indicators the better

OUTCOMES: QUESTIONS TO ASK• Did the objectives &

tactics achieve the stated goals?

• Were appropriate measures used to determine success?

• Any unintended effects?

• Affect on relationships with key stakeholders?

• Future course of action suggested?

CASE STUDY EVALUATION SYNOPSIS• What was your course of action?

• Why did you do what you did?

• How are you going to present it in class? Imagine I’m your client.

• How good are the examples of your work?

• Social media calendar/plan.• Press releases/media kit.• Community relations plan/meeting schedule.• Fact sheets/brochures.• Plan calendar.

QUESTION 1

What does SWOT stand for?

QUESTION 2

Name three ways to measure relationships?

QUESTION 3

Name two nuances that are different when it comes to membership or association relations?

QUESTION 4Name one impact objective of employee relations….

QUESTION 5Give three examples of controlled media in employee relations…