Communications Audits

By Craig Miyamoto, APR, Fellow PRSA

(This is an expanded version of the 1999 Third Quarter issue of Public Relations Strategies, a quarterly publication of Miyamoto Strategic Counsel)

A communications audit can be a useful tool when it comes to analyzing the effectiveness of an organization's persuasive messages - both within and without the organization. While it is not a panacea, it can identify logjams, interference and excessive message-garbling noise that will dilute communications effectiveness.

The process in brief is:

1. Ask a lot of questions
2. Listen carefully to the answers
3. Determine the most effective and efficient ways to overcome the barriers
4. Analyze existing communications tools
5. Eliminate those that aren't working
6. Identify and install initiatives that will work

Interview a cross-section of employees (line, staff and administrative) in sufficient numbers to validate response trends. Interview at least 25% of all employees, to a maximum of 150 or so to keep your audit manageable. If the employee pool is 50 or less (small business size), talk to them all.

You should talk to representative numbers of employees at every level. Be sure to talk to ALL management people, including line supervisors. It's interesting how upper levels of management have entirely different perceptions from operational employees of how effective their communications efforts are.

You are trying to discover flaws in the internal system. Ask probing open-ended questions such as:

• Are you getting all the information you want to do your job well? Is there anything you want that you're not getting?
• Are memoranda and announcements easily understood? Could you give me some examples?
• How do you get updates on what's happening in the company? In your department?
• What does, and doesn't, work with your present communications set-up? How would you improve it?
• If you wanted to give feedback or suggestions, how do you do it now?
• Does the feedback/suggestion procedure work? If it doesn't, how would you improve it?
• Whom do you believe more - your co-workers, your immediate supervisor, department managers, division heads, or the "boss"?
• Do you talk about your work or the organization outside of your job? What do you say?

With external audiences, you must first identify the important "thought leaders" - the people whose ideas and perceptions count, and who influence the opinions of others.

These "infuentials" will include people from the business community, chambers of commerce, political leaders, association directors, community activists, government leaders (both elective and bureaucratic), news media, the organization's suppliers and purveyors, unions, professional organizations, education (public and private; primary, secondary and collegiate) - in other words, just about anybody whose opinion counts when you're trying to infuence behavior.

The line of questioning for external audiences examines reputation and perception, and validates the link in the Action-Image continuum:

• Action: Good, responsible action on the part of the organization creates an atmosphere of Trust.
• Trust: When people trust you, they will listen; and when they listen, you gain Credibility.
• Credibility: If you are believed to be credible, your Reputation grows.
• Reputation: Your reputation is your good name, which you've worked hard to earn. Don't blow it. If you have a good reputation, you'll have a good Image in people's minds.
• Image: The "public" and your stakeholders will see you in a good light; your organization will benefit and flourish, enabling you to institute more needed Action

Ask general, open-ended questions, and listen well:

• When I mention (name of organization), what immediately comes to mind?
• What reputation does (organization) have? Why do you say that?
• Does (organization) have a good image? Why do you say that?
• Is (organization) credible? Why do you say that?
• If you have ever communicated with (organization), were you satisfied?
• Have others discussed (organization's) communication with you in any way?
• Is (organization) communicating sufficiently with you? Would you like more communication from them?

All interviews should be one-on-one, face-to-face; anonymity must be guaranteed or responses will be biased. Anonymity is critical, so for internal interviews, ask for a comfortable room that allows privacy. A room with comfortable furniture is ideal (sofa and easy chairs instead of desk and hard chairs).

The interviewer must be trusted, so dress appropriately (in other words, do not overdress), because people tend to trust people who look and act like them. Spend a couple of days just wandering around and talking to management and employees on an informal basis. This gives everybody a chance to at least "size you up" and familiarize themselves with your presence.

Not all aspects of the communications audit were discussed in the previous paragraphs. However, this guide to preparing a final communications audit report provides additional insight, techniques and procedures that can help with the process.

Section 1: Current Substantive Goals

Although the organization may have formulated and ratified its goals explicitly, restate them briefly in priority order, since they constitute the audit's base. It is very important that any misunderstandings or differences of opinion about the goals be brought out. "Substantive" refers to tangible action - specific behaviors - that are sought.

Section 2: Target Publics And Desired Behavior

Elicitation of specific behavior is the key behind any public relations and communications strategy. Rigorously define and list in priority order, those groups of people who can help the organization achieve its substantive goals, and the precise actions that the organization wants these people - both internal and external - to take (or to NOT take).

Section 3: Attitudes/Opinions/Beliefs of Target Publics

Review what the organization knows about its target publics' views toward it and its work. It is likely that available information will be insufficient, and the report must suggest ways to augment it.

Section 4: Messages To Be Conveyed To Target Publics

Key statements embedded in stories, interviews and other communication are what change or maintain the target public's attitudes, opinions and beliefs. These "messages" must be easily delivered, palatable to the media, suitable for the vehicles available, and able to survive the "altering" nature of the publicity process. Discuss the organization's present and prospective public relations messages for its ability to produce an effect, and its acceptability by the target publics.

Section 5: Media Used To Reach Target Publics

Report on the examination of existing communications policies and vehicles, and assess their effectiveness and economics of their use. Scrutinize both traditional and non-traditional communications vehicles.

Section 6: Publicity Vehicles To Carry Messages Into Media

"Vehicle" means not only the physical carrier (e.g., news releases, newsletters, memoranda, speeches, interviews), but also the story idea that gives the message its "news hook" that will be attractive to an editor, or any other person in a gate-keeping role. Report on - and analyze - the vehicles the organization is currently using, and suggest others that have proved successful for other organizations with similar needs and resources.

Section 7: "Merchandising" Publicity Results

Report your findings on possible third-party endorsement, which naturally occurs in the publicity process and sometimes can reach and influence target audiences even more effectively in its second or perhaps even third incarnation (e.g., reprints, displays, convention materials). Tell whether or not the organization is making sufficient use of this mechanism.

Section 8: Measuring And Reporting Results

Recommend any baseline research you deem important, so that the organization can measure the results of its public relations effort. Recommend ways to report both the results and the measurements to its management and leadership.

Section 9: Budget

Estimate the costs of the programs discussed in the preceding sections, and compare them to the organization's present and prospective public relations and/or communications budgets. If necessary, suggest ways in which the two can be reconciled.

Section 10: Staffing and Other Implementation

Recommend possible avenues of implementing the plans discussed in the previous sections - including the existing arrangement, possible staff additions, reliance on out-sources, and working relationships between any proposed communications staff and the rest of the organization.

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