Excerpt
  The following is an excerpt from a chapter in the manual "How to Measure Your Communication Programs" by Angela D. Sinickas
  copyright 2005 Angela D. Sinickas. All rights reserved.   ISBN 0-9661757-1-9
 
    8. Measuring Face-to-Face Communication  
   
      Face-to-face communication includes group meetings, one-on-one sessions between employees and their supervisors, cascading communications from senior leadership through the organization -- as well as electronically facilitated versions of these meetings, such as videoconferences or teleconferences.
     
Improving face-to-face communication is taking on a larger role in
the job descriptions of corporate communicators. While interpersonal communication should never be expected to replace print, audiovisual and electronic media (because managers cannot be relied on to reach all employees with consistent messages on a timely basis), every communication campaign should consider how the chain of command will be used in the most complementary way to communicate various messages.
     
While supervisors and managers have the responsibility for face-to-face communication with their staffs, corporate communicators can help them by providing supervisors with consistent content to pass along to employees in the form of supervisor briefing sheets or presentations and improve the process by providing training
on communication skills like active listening and making presentations.
     
The content that supervisors and managers should talk about can be determined from a pattern analysis measurement (described in another chapter, "Measuring Messages"). But the other component of face-to-face communication is the medium itself -- how good are supervisors and managers at the variety of communication skills that are expected of them? Skills assessment is a first step to increasing the effectiveness
of the management ranks as a channel of communication.  But even if they have the skills, are they effectively facilitating the movement of information up, down and across the organization?
     
This chapter provides tools for measuring the effectiveness of the
face-to-face communication process and the skills of individuals
conducting it. It includes some objective measurement techniques, as well as some self-assessment tools for participants in interpersonal interactions.
     
The measurement approaches in this chapter can be conducted on their own, or some can be grouped together as a series of questions asked in interviews, a focus group or a survey questionnaire.
     
In this chapter, you will learn how to conduct the following types of
measurements for interpersonal communication channels:
     
    • Analysis of supervisor communication skills.
    • Communication diary.
    • Analysis of meeting effectiveness.
    • Network analysis.
    • Message diffusion tracking.
 
   

(End of Excerpt)

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  Table of Contents   (To PREVIEW excerpts CLICK underlined text below.
     
  1. Communicate with a Measurement Mindset
    - How Effective are Your Own Communications?
    - Why Bother Measuring Communications?
    - How to Use the Manual
2. Section I: Measurement Tools a la Carte
    - A Beginner's Measurement Toolbox
    - Administering Various Tool
3. Measuring Messages
    - Content Analysis
    - News Release Content Analysis
    - Communication Pattern Analysis
    - Adapted Starch Test
    - Knowledge Testing
4. Measuring Publications and Audiovisuals
    - Objective Media Review
    - Reading Level Test
    - Readership/Viewership Surveys
    - The Semantic Differential
    - Distribution Analysis
    - Minisurveys
5. Measuring Memos, E-Mail and Phone Mail
    - "In-Box" Analysis
    - Content Analysis
    - "Memo Mania" Tracking
6. Measuring Intranets and Web Sites
    - Measuring Outcomes Against Objectives
    - Measuring Web and Intranet Usage
    - Conducting Research with Your Website Users
    - Using Intranets and Web Sites as Measurement Tools
7. Measuring Media Relations
    - Typical Analysis of Clips
    - Advertising Value Equivalency (AVE)
    - News Release Content Analysis
    - Track Avoidance of Negative Coverage
    - Surveying Reporters
    - Adding Questions to Existing Market Research Studies
    - Tracking Behavior Changes Against Media Coverage
8. Measuring Face-to-Face Communication
    - Analysis of Supervisor Communication Skills
    - Communication Diary
    - Analysis of Meeting Effectiveness
    - Network Analysis
    - Message Diffusion Tracking
9. Measuring Feedback Systems
    - Official Feedback Programs
    - Measuring Unsolicited Feedback
10. Measuring Communication Climate
    - Critical Incident Analysis
    - Communication Climate (Attitude) Analysis

11. Measuring Behaviors and Outcomes
    - Looking at Existing Data in New Ways
    - Tracking Behaviors
    - Identifying Sources of New Customers/Employees
    - Operational Communication Analysis
    - Decision-Making Communication Analysis

12. Section II: How to Conduct a Communication Audit
    - Beyond the Beginner's Toolbox
    - In This Section
    - Choosing the Right Research Methods

13. Getting Buy-in for the Audit
    - Doors and Windows of Opportunity
    - Shopping for Buy-in
    - Preparing Your Proposal

14. Working with Your Task Force
    - How Large a Task Force
    - Selection Criteria
    - Meeting Site Selection
    - Tools and Materials

15. First Task Force Meeting
    - Agenda for the first Task Force Meeting
    - Meeting Leader's Help Sheet

16. Developing Questions for Interviews and Focus Groups
    - Developing Your Own Unique Questions
    - A Starter List of Questions

17. Recording Responses from Interviews and Focus Groups
    - Inter-Departmental Information Flow
    - Effectiveness of Communication Media

18. How to Conduct Executive Interviews
    - The Purpose of Executive Interviews
    - Fulfilling Your Personal Objectives
    - Similarities to Journalistic Interviews
    - Differences from Journalistic Interviews
    - Announcing the Interview
    - Practicing Your Interview Technique
    - Conducting the Interview

19. Second Task Force Meeting
    - Agenda for the Second Task Force Meeting
    - Meeting Leader's Help Sheet

20. Preparing to Conduct Focus Groups
    - What Constitutes a Focus Group
    - Focus Groups vs. Study Groups
    - How Focus Groups Relate to Study Groups
    - How to Select Focus Group Members
    - How to Invite Focus Group Participants

21. Facilitating Focus Groups
    - Scheduling Focus Groups
    - Location and Room Arrangements
    - Note-Taking vs. Recording
    - Choosing a Facilitator
    - Tips for Facilitating the Sessions

22. Third Task Force Meeting
    - Agenda for the Third Task Force Meeting
    - Meeting Leader's Help Sheet

23. Constructing Survey Form Questions
    - Determining Topics to Include on the Survey
    - Phrasing Questions for Clarity and Impact

24. Developing the Format of Your Survey Form
    - Designing the Survey's Overall Effect
    - How to Record Answers
    - How to Structure Responses
    - How to Organize Responses

25. Administering Survey Forms
    - Who Should Be Surveyed
    - When to Conduct Surveys
    - How to Distribute Questionnaires
    - How to Collect Questionnaires
    - Administering Your Survey

26. Analyzing Your Results
    - Organizing Your Overall Results
    - Detailed Analysis

27. Reporting Your Results
    - Types of Reports
    - Sections of a Report
    - Some Guiding Principles

28. Final Task Force Meeting
    - Agenda for the Final Task Force Meeting
    - Meeting Leader's Help Sheet

29. Index
 
 
 

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