Communication Plan Template

Here we present a communication plan template that, when completed, assures that all project stakeholders will receive the information they need, when they need it, and in a form they can understand.

 Background to the Plan

A meeting, for the purposes of outlining the statement of work for the development of the [SYSTEM] Communication Plan, was held on [DATE] at the [ORGANIZATION ADDRESS].

In summary, the work requirement consists of the following:

1. Review the [SYSTEM] communication requirements and strategies with the [SYSTEM] management.
2. Prepare a communication plan aimed at keeping the [SYSTEM] User community up-to-date and involved in the [SYSTEM] project.
3. Provide a list of suggested deliverables from the communication plan.

Currently, some work has been completed on [SYSTEM] communication products with the development of a Web site designed to make information available to all [SYSTEM] audiences.

Purpose of the Plan

The primary focus of the [SYSTEM] communication plan is to assist in supporting a smooth implementation and conversion to [SYSTEM]. It will do this by identifying communication products that will educate all [SYSTEM] stakeholders and gain their trust and support in the project. To ensure the success of the communication products identified in this plan, ongoing monitoring of the audiences will be required. It is known that pockets of resistance exist, and the possible causes have been anticipated and addressed in the plan. Ongoing monitoring of the audiences will allow for modification, both to the plan and to the communication products, in order to meet any unusual demands presented by the user community.

The communication plan is based upon a standard organization model that factors the audiences into three tiers. Each tier is generally expected to have a unique perspective on the [SYSTEM] project. Consequently, the communication plan addresses these three tiers within with full consideration of these different perspectives.

Purpose of the Plan

The primary focus of the [SYSTEM] communication plan is to assist in supporting a smooth implementation and conversion to [SYSTEM]. It will do this by identifying communication products that will educate all [SYSTEM] stakeholders and gain their trust and support in the project. To ensure the success of the communication products identified in this plan, ongoing monitoring of the audiences will be required. It is known that pockets of resistance exist, and the possible causes have been anticipated and addressed in the plan. Ongoing monitoring of the audiences will allow for modification, both to the plan and to the communication products, in order to meet any unusual demands presented by the user community.

The communication plan is based upon a standard organization model that factors the audiences into three tiers. Each tier is generally expected to have a unique perspective on the [SYSTEM] project. Consequently, the communication plan addresses these three tiers within with full consideration of these different perspectives.

Audience Profiles

The success of the communication products defined in this plan depends on the accurate analysis and description of the audiences. There are a variety of ways to classify audiences: such as by job function, level of education, experience, and even by demographic factors such as age and gender.

[ORGANIZATION] has identified two groups of user profiles based on job functional groupings and [SYSTEM] design groupings.

User Profiles Based on Job Functional Groupings

These user profiles comprise the current job classifications at [ORGANIZATION], which are based on job titles, descriptions, and career paths:

• Service Personnel
  • Technicians
  • Mechanics
  • Electricians
• Inventory Personnel
• Supervisors
• Superintendents
• Senior Executives

User Profiles Based on [SYSTEM] Design Groupings

These user profiles are independent of employee job functions and are based on generic systems engineering concepts used as a tool for developing the requirements for [SYSTEM]:

• Client
• Maintenance Personnel
• Maintenance Manager
• Analyst
• Management
• Inventory and Stores Personnel
• System Support Personnel

User Profiles Based on Motivational Drivers

The previous two categories of user profiles have specific purposes for identifying job functions at [ORGANIZATION] and for defining functional specifications for [SYSTEM]. However, they do not describe the audiences in terms of their attitudes—particularly their resistance—towards the introduction of [SYSTEM] into the workplace. A particularly helpful method for better understanding the attitudes and resistance of the audiences is to first determine the motivational factors that drive them to think and act in particular ways. These motivational drivers are

• Schedule
• Cost
• Performance

Schedule, as a motivational driver, causes an individual (or group) to place the highest priority on meeting milestones and completing a work task by a specified time. Any change that is introduced into this individual’s (or group’s) environment may be perceived as a threat to the timely completion of existing tasks, and will likely be resisted. The same is true for cost. If the ability to control cost is perceived as suffering by the introduction of something new or of a change, resistance will occur. Likewise, the individual or group that is motivationally driven by performance (such as work tasks), will also resist any change that is perceived to hinder or alter the performance of daily tasks.

While all three motivational drivers influence all audiences, typically one driver stands out as the primary force influencing job performance and decisions within a specific audience. The two remaining motivational drivers are less likely to be a major source of that audience’s resistance.

The recognition of motivational drivers and of the audiences influenced by these motivational drivers will allow for specific communication products to be developed which will target the resistance to the introduction of [SYSTEM] into the [ORGANIZATION] environment.

The following three audiences—based on these motivational drivers—have been identified within [ORGANIZATION]:

• Executive
• Operational
• Technical

These three audiences align with the three motivational drivers in the following way:

Audience	Primary Motivational Driver	Secondary Motivational Drivers
Executive	Schedule	Cost, Performance
Operational	Cost	Schedule, Performance
Technical	Performance	Schedule, Cost

The executive audience is typically motivated more by schedule than by any other motivational driver. Any resistance to [SYSTEM] that members of this audience may have will be due to the perception that its introduction will disrupt the timely completion of current fiscal activities.

The operational audience is generally motivated by cost, and may exhibit resistance to [SYSTEM] because of the perception that [SYSTEM] will affect current budgets and introduce new cost controls.

Likewise, the technical audience is motivated by performance and may show resistance because of the perception that [SYSTEM] will change day-to-day routines and habits.

An example might be an operational person, such as a Maintenance Manager, who has seen the effects of, and has first-hand experience with, cost-reduction programs that have taken place within [ORGANIZATION] over the last several years. This person, who is highly motivated by cost concerns, can be expected to develop a resistance towards [SYSTEM]. In many cases, earlier cost-reduction programs have reduced resources without reducing actual workloads. Consequently, this has contributed to a level of mistrust of the executive layer. The introduction of [SYSTEM] could be seen as an attempt to introduce yet another cost reduction program with a strategic objective of reducing personnel and other resources.

User Profiles Cross Reference

The user profiles based on the job functional groupings and the [SYSTEM] design groupings easily collapse into the broader categories of the user profiles based on motivational groupings as shown in the table.

Current User Profiles	Proposed User Profiles Based on Motivational Groupings
	Executive Profile	Operational Profile	Technical Profile
Job Functional Groupings	Senior Executives	Supervisors Superintendents	Service Personnel Inventory Personnel
[SYSTEM] Design Groupings	Management	Maintenance Manager Analyst System Support Personnel	Client Maintenance Personnel Inventory and Stores Personnel

Executive Profile

Members of this audience are generally high achievers, university educated, and long-term career employees of [ORGANIZATION]. They occupy the top levels of management, and while few in number, have the most direct influence on the success or failure of a project the scope of [SYSTEM].

Executives may have several reasons to resist [SYSTEM]. As mentioned previously, if they perceive that schedule issues will be affected negatively—however short-term—they may likely resist endorsing [SYSTEM]. An important consideration to note is that executives can be much more successful in resisting change because of their position and authority.

Other factors that may cause resistance among executives and that may need to be addressed are

• Perception of [SYSTEM] as change for change sake
• Fear of technology. Many executives may have had successful careers without much exposure to technology. They may resist supporting [SYSTEM] because of their perception that it will force them to interact more closely with technology
• Retirement. Executives who are close to retirement may have little incentive to actively support a new program such as [SYSTEM]
• Ambivalence. They may not see how [SYSTEM] directly affects their area of responsibility

Typically, the job responsibilities of the executive layer limit them to receiving information that is summary and result-oriented. The emphasis of this information is often directed toward schedule issues. Therefore, any communication products will have to be in line with this environment: that is, brief, to the point, and emphasizing schedule improvements provided by [SYSTEM].

For example, one way of reaching this group would be a presentation intended to gain their acceptance of [SYSTEM]. This presentation and supporting information—such as a booklet or a web page—should illustrate how [SYSTEM] is modernizing the management of maintenance activities, and how this supports the vision of a modernized [ORGANIZATION] through timely reporting and decision making.

Operational Profile

Members of this audience are generally high achievers and professionally trained. They may or may not have attended university, but they do have extensive training and experience in operational-related responsibilities. These individuals are likely in their early 40’s and are beginning to be sensitive to career moves. They are at a point in their lives when financial stability may outweigh loyalty to the organization.

Operational managers may have several reasons to resist [SYSTEM]. Most significant, if they perceive that [SYSTEM] is an attempt to reduce costs at the expense of personnel and other resources, they will likely resist this change. Because of the direct involvement of many operational managers with [SYSTEM], any pockets of resistance will degrade the system’s overall performance, reduce its benefits, and undermine the purpose of [SYSTEM] existence.

Current pressures on the operational managers cause them to be extremely focused within their individual sphere of responsibilities. This pressure reduces their interest in the total value to [ORGANIZATION] that [SYSTEM] offers. Unfortunately, they may not care about this benefit. They are more concerned about how this system change affects their immediate organization. In fact, due to the potential mistrust that the operational layer may display toward the executive layer, it may be wise to avoid communicating the total benefits that [SYSTEM] will bring to [ORGANIZATION] as a whole.

Other factors that may cause resistance among operational managers and that may need to be addressed are

• Perception of [SYSTEM] as change for change sake
• Perception that [SYSTEM] is being used to resolve problems that don’t exist
• Lack of trust in the decisions made by the executive layer
• Belief that executive management does not fully understand the operational impact of their decisions

The activities for the operational managers are far more varied than those activities found in the executive layer. Therefore, communication with the operational layer will need to cover more details. The operational managers are much less willing to accept broad, high-level statements (statements that are more effective targeted towards the executive layer). And, because there is a trust issue, they will want to see detailed evidence and possibly require the opportunity to ask specific questions.

For acceptance to occur, they must be convinced through detailed evidence and answers to their questions that [SYSTEM] will not result in dramatic staff reductions and increased workloads. For example, the operational management layer will require periodic information focused on how [SYSTEM] is progressing and how workflow management will be affected.

Technical Profile

Members of this audience are technically trained, with little or no university education. They vary widely in age, from young apprentices to experienced technicians. Their reading and comprehension levels are typically lower than those of the executive and operational layers, particularly related to management issues. However, because of their detailed technical knowledge, they are adept at adjusting practices and procedures to fit immediate job tasks. Their focus on performance will result in determining the most efficient means of completing a specific task. This is often done regardless of the documented process.

The technical personnel may have several reasons to resist [SYSTEM]. They may perceive [SYSTEM] as restricting their daily activities by forcing them to follow procedures that are unnecessary and bureaucratic. They will not likely understand or care about the reasoning that went into the process design. They will only see change that will affect their direct performance. In addition, this group may perceive [SYSTEM] to be a threat to job security through staff reductions.

Any communication must be brief and specifically directed toward the interests of those in the technical layer. For example, a newsletter that is targeted only to members of this group, might contain articles about various items of interest. Information can be inserted into the newsletter that would slowly introduce the features and benefits of [SYSTEM]. This information must be clear, honest, and not open to misinterpretation. It would not be wise to make the newsletter (or other communication) a fact sheet about [ORGANIZATION] events that have no relevance to, or impact on, the technical layer. Information of this kind will likely be met with derision and cynicism from this group, and do little to promote trust and acceptance of any future changes, including [SYSTEM].

Note: A serious risk or threat to the implementation of [SYSTEM] lies in the ability of [ORGANIZATION] to re-engineer processes to accommodate [PRODUCT]. The original project plan identifies areas where maintenance procedures could be changed to achieve a better fit with the [PRODUCT] without compromising [ORGANIZATION] operations. Re-engineering these processes is a critical success factor dependent upon the cooperation of technical layer personnel. Their cooperation will be dependent upon their understanding and acceptance of [SYSTEM], and the development of trust in those responsible for the decision to develop [SYSTEM]. Therefore, communication, such as articles in the newsletter, would do well to identify the decision-makers, establish their credibility, and promote the need for [SYSTEM], all in language that will appeal to this audience.

Topics List

The topics list is a high-level list of main topics to be covered in the communication products. Its purpose here is to provide the content areas that will be targeted to the specific audiences. Used in a matrix with the three main audiences (provided later in this plan), the topics will be lined up with the audience or audiences with the most “need to know.” This will help show why specific communication products are defined for specific audiences. It is best to avoid providing information to audiences unless they need to know it. Otherwise, all topics will be written for all audiences, leaving very general and unusable communication products that try to be everything for everybody.

The topics in this list are written as questions. They equate to document titles, chapter titles, and main headings in the communication products, depending on the depth. Either the question format or a declarative form may be used depending on the tone and style that fit most appropriately for the communication product and audience. The wording of the topics may also be altered as well to better fit the tone and style. It is expected that some aspects of the communication products will change during development as the communication products mature and as more information becomes available.

The headings used with the topics are simply to categorize the topics and are somewhat arbitrary. The topics are numbered here and throughout this plan for convenience.

Benefits

• 1-1. How does [SYSTEM] benefit the [ORGANIZATION]?
• 1-2. What will [SYSTEM] do that the current systems do not do?
• 1-3. What are the benefits of [SYSTEM]?
• 1-4. How will [SYSTEM] benefit the [ORGANIZATION] in relation to other [ORGANIZATION]?
• 1-5. How does the [ORGANIZATION] measure up to other [ORGANIZATION]?
• 1-6. How will [SYSTEM] make a difference in how the [ORGANIZATION] measures up to other [ORGANIZATIONS]?
• 1-7. Will [SYSTEM] make a difference in the day-to-day operation of the [ORGANIZATION]?
• 1-8. How does [SYSTEM] benefit my shop/department, my position, etc.?

Needs

• 2-1. Who needs the information from [SYSTEM]?
• 2-2. Who will use [SYSTEM]?
• 2-3. After installation, will the requirements for data go up?
• 2-4. Why does the [ORGANIZATION] need [SYSTEM]?
• 2-5. How does management hope to use [SYSTEM] information?
• 2-6. How will management use [SYSTEM] information?
• 2-7. What do you need to know that I can’t tell you now?
• 2-8. Where will [SYSTEM] be installed?
• 2-9. How will [SYSTEM] be configured?
• 2-10. How will [SYSTEM] be used?

Education

• 3-1. How long will it take me to learn [SYSTEM]?
• 3-2. How will I learn [SYSTEM]?
• 3-3. Will I need to learn more about computers?
• 3-4. Who will teach me how to use [SYSTEM]?
• 3-5. How qualified are the instructors?
• 3-6. How qualified are the installers/integrators?
• 3-7. What will I gain from learning [SYSTEM]?

Effect on Current Systems

• 4-1. Why are we building a new system instead of upgrading the current systems?
• 4-2. What happens to my current system?
• 4-3. How will data from the current system be converted to [SYSTEM]?
• 4-4. How will [SYSTEM] work with my current system?
• 4-5. Why do we have to get rid of our current system?
• 4-6. Why is my old system not good enough any more?
• 4-7. If the old system was working fine, why do we have to change?
• 4-8. How will the transition be made to [SYSTEM]?

Effect on Jobs

• 5-1. What happens to my job?
• 5-2. How will the installation process affect my job?
• 5-3. How many jobs will be lost because of [SYSTEM]?
• 5-4. How will I do my current job while learning the new system?
• 5-5. How will I have the time to input data into [SYSTEM] and still do my regular job?
• 5-6. Why are you making us work more with fewer resources?
• 5-7. With all the cutbacks, how can we afford it?
• 5-8. Why can’t I keep doing things the way I always have?
• 5-9. Who will install [SYSTEM]?
• 5-10. After installation, will the requirements for work go up?
• 5-11. Will [SYSTEM] reduce down time?
• 5-12. Will [SYSTEM] restrict my ability to make decisions?
• 5-13. How will [SYSTEM] be supported?
• 5-14. How does [SYSTEM] affect my shop/department?
• 5-15. How does [SYSTEM] benefit my position?
• 5-16. How does [SYSTEM] affect my position?

Timing

• 6-1. Why does [SYSTEM] have to happen now?
• 6-2. When will [SYSTEM] go live?
• 6-3. How long will the installation take place?
• 6-4. How long will the transition take?
• 6-5. When will [SYSTEM] have to be replaced?
• 6-6. Are there more changes or phases to come after [SYSTEM]?

Fears

• 7-1. What does [SYSTEM] mean to me?
• 7-2. What if I’ve never used a computer before?
• 7-3. How do we know that you won’t keep requiring more from us?
• 7-4. How can we trust [ORGANIZATION]?
• 7-5. How can we trust [SYSTEM]?
• 7-6. How can we trust you?
• 7-7. Why don’t you trust us to do our job?

General

• 8-1. What is [SYSTEM]?
• 8-2. How much does all this cost?

Audience-Topic Matrix

The topics as they are listed here in the matrix do not follow the order from the topics list in the previous section. They are clumped together by audience in the matrix to show more conveniently which audience must know what information. Only a few topics are identified with more than one audience.

		Audiences
Topics	Executive	Operational	Technical
1-1. How does [SYSTEM] benefit the [ORGANIZATION]?	X
1-5. How does the [ORGANIZATION] measure up to other [ORGANIZATIONS]?	X
1-6. How will [SYSTEM] make a difference in how the [ORGANIZATION] measures up to other [ORGANIZATIONS]?	X
2-4. Why does the [ORGANIZATION] need [SYSTEM]?	X
6-5. When will [SYSTEM] have to be replaced?	X
8-2. How much does all this cost?	X
1-2. What will [SYSTEM] do that the current systems do not do?		X
1-4. How will [SYSTEM] benefit the [ORGANIZATION] in relation to other [ORGANIZATIONS]?		X
1-7. Will [SYSTEM make a difference in the day-to-day operation of the [ORGANIZATION]?		X
1-8. How does [SYSTEM] benefit my shop/department?		X
5-14. How does [SYSTEM] affect my shop/department?		X
2-1. Who needs the information from [SYSTEM]?		X
2-5. How does management hope to use [SYSTEM] information?		X
2-6. How will management use [SYSTEM] information?		X
2-7. What do you need to know that I can’t tell you now?		X
2-3. After installation, will the requirements for data go up?		X
3-5. How qualified are the instructors?		X
3-6. How qualified are the installers/integrators?		X
3-7. What will I gain from learning [SYSTEM]?		X
4-2. What happens to my current system?		X
4-3. How will data from the current system be converted to [SYSTEM]?		X
4-4. How will [SYSTEM] work with my current system?		X
4-5. Why do we have to get rid of our current system?		X
4-6. Why is my old system not good enough any more?		X
4-7. If the old system was working fine, why do we have to change?		X
5-8. Why can’t I keep doing things the way I always have?		X
5-4. How will I do my current job while learning the new system?		X
5-5. How will I have the time to input data into [SYSTEM] and still do my regular job?		X
5-9. Who will install [SYSTEM]?		X
5-11. Will [SYSTEM] reduce down time?		X
5-12. Will [SYSTEM] restrict my ability to make decisions?		X
6-3. How long will the installation take?		X
6-4. How long will the transition take?		X
6-6. Are there more changes or phases to come after [SYSTEM]?		X
7-7. Why don’t you trust us to do our job?		X
5-13. How will [SYSTEM] be supported?		X
4-8. How will the transition be made to [SYSTEM]?		X
2-8. Where will [SYSTEM] be installed?		X
2-9. How will [SYSTEM] be configured?		X
5-15. How does [SYSTEM] benefit my position?			X
5-16. How does [SYSTEM] affect my position?			X
3-3. Will I need to learn more about computers?			X
5-1. What happens to my job?			X
5-2. How will the installation process affect my job?			X
5-3. How many jobs will be lost because of [SYSTEM]?			X
5-6. Why are you making us work more with fewer resources?			X
5-7. With all the cutbacks, how can we afford it?			X
5-10. After installation, will the requirements for work go up?			X
7-2. What if I’ve never used a computer before?			X
7-3. How do we know that you won’t keep requiring more from us?			X
7-4. How can we trust [ORGANIZATION]?			X
7-5. How can we trust [SYSTEM]?			X
7-6. How can we trust you?			X
2-10. How will [SYSTEM] be used?	X	X	X
4-1. Why are we building a new system instead of upgrading the current systems?	X	X	X
8-1. What is [SYSTEM]?	X	X	X
1-3. What are the benefits of [SYSTEM]?	X	X
6-1. Why does [SYSTEM] have to happen now?	X	X
6-2. When will [SYSTEM] go live?	X	X
2-2. Who will use [SYSTEM]?		X	X
3-1. How long will it take me to learn the system?		X	X
3-2. How will I learn [SYSTEM]?		X	X
3-4. Who will teach me how to use [SYSTEM]?		X	X
7-1. What does [SYSTEM] mean to me?		X	X

Communication Products

These recommended communication products are based on current understanding of the audience profiles and of [ORGANIZATION'S] perceived needs and budgets. As the project progresses, both the audience profiles and the perceived needs may change. In such an event, the content and scope of these communication products may be modified to accommodate those changes.

Presentation/Booklet

Audience: Executive Personnel

Topics Supported (Content Description)

• 8-1. What is [SYSTEM]?
• 1-3. What are the benefits of [SYSTEM]?
• 1-1. How does [SYSTEM] benefit the [ORGANIZATION]?
• 2-4. Why does [ORGANIZATION] need [SYSTEM]?
• 4-1. Why are we building a new system instead of upgrading the current systems?
• 8-2. How much does all this cost?
• 6-1. Why does [SYSTEM] have to happen now?
• 6-2. When will [SYSTEM] go live?
• 6-5. When will [SYSTEM] have to be replaced?

Suggested Titles

Title should make clear that this booklet is targeted to the Executive audience. It should set a professional tone. Examples are

• [SYSTEM]: an Executive View
• [SYSTEM]: an Executive Perspective
•  Maintenance Strategy: [SYSTEM] Supports Long-range Goals of [ORGANIZATION]

Suggested Medium

• Presentation, with slides
• Booklet: 5 ½ x 8 ½, 6-10 pages, saddle stitched.

Goal

To convince the executive personnel to demonstrate support for integration of [SYSTEM] by following the suggestions resulting from the question, “How Can I Help with the Project?”

The following are examples of how the executive could demonstrate support:

• Assist in distributing surveys throughout his or her organization
• Attend [SYSTEM] informational and educational meetings
• Speak and write positively about [SYSTEM] through informal and formal communication throughout his or her organization

Notes

A presentation and booklet have been proposed to be the main communication products for communicating with members of the executive layer. The booklet will support the presentation and include more details or depth. The presentation should be used when most or all members of the executive layer can meet in one place or in groups, and it should be highly informative and even energetic. If the executives can not be brought together in groups for a presentation, then the booklet should be enhanced and distributed to each member. The booklet should be kept to a fairly small size, with brief and specific information.

Other Communication Products for Executive Personnel

• Page on Web Site

Power Point Presentation

Audience: Operational Personnel

Topics Supported (Content Description)

• 1-2. What will [SYSTEM] do that the current systems do not do?
• 1-3. What are the benefits of [SYSTEM]?
• 1-7. Will [SYSTEM] make a difference in the day-to-day operation of [ORGANIZATION]?
• 1-8. How does [SYSTEM] benefit my shop/department?
• 2-2. Who will use [SYSTEM]?
• 2-8. Where will [SYSTEM] be installed?
• 3-2. How will I learn [SYSTEM]?
• 3-7. What will I gain from learning [SYSTEM]?
• 4-2. What happens to my current system?
• 4-8. How will the transition be made to [SYSTEM]?
• 5-4. How will I do my current job while learning the new system?
• 5-9. Who will install [SYSTEM]?
• 5-12. Will [SYSTEM] restrict my ability to make decisions?
• 5-13. How will [SYSTEM] be supported?
• 5-14. How does [SYSTEM] affect my shop/department?
• 6-1. Why does [SYSTEM] have to happen now?
• 6-2. When will [SYSTEM] go live?
• 7-1. What does [SYSTEM] mean to me?
• 8-1. What is [SYSTEM]?

Suggested Titles

Examples are

• Bringing [SYSTEM] to [ORGANIZATION]
• Why [SYSTEM], Why Now?
• A New Millennium—A Fresh Start
• [SYSTEM]—the Next Generation

Suggested Medium

• Power Point presentation delivered by e-mail

Goal

To provide detailed information delivered directly to the target audience to actively solicit their support.

Other Communication Products for Operational Personnel

• Page on Web Site
• Executive Note Pad
• Booklet
• [SYSTEM] Support "Hot Line"
• Calendar
• Mouse Pad]

Poster(s)

Audience: Technical Personnel

Topics Supported (Content Description)

• 8-1. What is [SYSTEM]?
• 7-1. What does [SYSTEM] mean to me?
• 2-10. How will [SYSTEM] be used?

Suggested Titles

• Topics can be used as titles.

Suggested Medium

• Color posters, 16 inches by 20 inches. Other sizes can be used depending on budget.

Goal

• To provide a visible and positive day to day reminder that [SYSTEM] is the right decision at the right time.

Notes

Text on posters should be catchy and not stern or “preachy.” Tone should be a little on the light-hearted side. Graphics can be a variety of images, including photos or cartoons.

Other Communication Products for Technical Personnel

• Baseball Cap
• Booklet/Brochure
• Slide Presentation

Measuring the Effectiveness of the Communication Products

There are several methods for measuring the effectiveness of communication products. The following three are recommended for [ORGANIZATION]:

• Surveys
• Hits on the web site
• Attendance at informational and educational meetings

As suggested by the objectives in the Communication Product Descriptions, surveys can be valuable tools in measuring the effectiveness of the communication products. A survey should be developed and disseminated throughout [ORGANIZATION] before any of the communication products are released. In actuality, the survey will measure the level of resistance to, and acceptance of, [SYSTEM] by each of the three audiences, not the effectiveness of the communication products.

A second survey should be sent out after all the communication products are released, again measuring the levels of resistance and acceptance. Comparing the results of the two surveys will provide a good measure of the effectiveness of the communication products.

The surveys should be developed by professional statisticians for the most valid results. Separate surveys should be prepared for each of the three audiences.

Measuring the hits on the web site (before and after communication products have been released—as long as the communication product references the web site), can be a good measure of the effectiveness of the communication products. If more people are going to the web site after a communication product has been released, then presumably they are looking for more information. Does this mean that the people accessing the web site are less resistant to accepting [SYSTEM]? This is more difficult to say. Only the survey will be able to determine this. Measuring the hits on the web site will at least measure that the communication products are effectively advertising the web site, and that the audiences have a higher interest to find out more information.

As long as attendance to informational and educational meetings is not mandatory, the number of people who voluntarily attend will indicate at least that interest in [SYSTEM] is high. Again, a word of caution: simple attendance figures will not determine whether the audience is resisting [SYSTEM] or accepting [SYSTEM]. Other tools can be used with the meetings to assess the audience’s attitude: questionnaires, surveys, question and answer sessions, informal get-togethers before, during, and after the meetings, and so forth.

Establishing a Theme to the Communication Products

Often, a theme can be used that encompasses all the communication products for a project such as this. This was the case recently with a client company that used the theme from the popular television series, Star Trek: the Next Generation to introduce a new helpdesk to its employees. This was a one-day “poster session” with a variety of communication products and novelty items designed to inform employees about the new service and to educate them about its benefits. The “campaign” was very successful and clearly met its goals.

[ORGANIZATION] may want to consider “[SYSTEM]: the Next Generation,” or some other theme as a catchy and memorable way to capture the attention of the target audiences. The theme can be used for all the communication products, or it can be used with selective communication products.

About the Author

Mr. Weber has spent over 30 years in the information technology industry. He hols an MS in Technical Communication from Rensselaer Polytechnic Institute, participated in professional organizations and has lectured as an adjunct instructor at Ithaca College and Cornell University where he taught courses in Organizational Writing, Communication Theory, and Communication for Engineering Managers.

Mr. Weber currently holds a senior position at Norveld Business Systems, Inc., specializing in Communication Management. He is also a contributing designer of eCision; a strategy implementation application offered by Norveld Business Systems, Inc.