Employee engagement & communication research

Enhanced descriptions from Syndetics:

There's a well-known saying: what doesn't get measured doesn't get done. So it is no surprise that communicators, human resource and change managers and other professionals recognise the need to measure and evaluate their work, particularly its worth to their organization and seek the most effective ways to achieve this. Whether you're already involved in research, planning your first project or commissioning an external research company, Employee Engagement and Communication Research covers everything you need to know in order to conduct robust, reliable research. Whether it's a full-scale employee survey or research focusing on a particular subject area such as communication, engagement, change or corporate social responsibility, Employee Engagement and Communication Research is your essential guide covering all the tools, strategy and actions to make your project a success.

Table of contents provided by Syndetics

• Acknowledgements (p. xi)
• Introduction (p. 1)
• Conversation 1 Sir Robert Worcester, pioneer of employee research (p. 7)
• Part 1 Measurement (p. 11)
• 01 Defining your objectives (p. 13)
• Case study 1 BP Lubricants (p. 13)
• Case study 2 Virgin Atlantic (p. 18)
• Research from your desk (p. 23)
• 02 Involving and communicating with employees (p. 25)
• Case study 3 State of Georgia Government, USA (p. 27)
• 03 Data or discussion? (p. 31)
• Web surveys (p. 32)
• Paper-based postal or group self-completion surveys (p. 32)
• Face-to-face interviews (p. 34)
• Telephone (p. 35)
• Combining methodologies (p. 36)
• Conversation 2 Marc Wright, chairman, simply-communicate (p. 39)
• 04 Qualitative techniques and methods (p. 43)
• Case study 4 Tetra Pak (p. 44)
• How many groups/interviews are needed? (p. 45)
• Selecting the participants (p. 46)
• Organizing a suitable location (p. 48)
• Developing a topic guide (p. 49)
• Facilitating a meeting (p. 51)
• Projective techniques and exercises (p. 53)
• Interpreting and presenting the feedback (p. 54)
• 05 Lies, damned lies and statistics (p. 57)
• Range of statistical tools (p. 58)
• Statistical reliability (p. 59)
• Valid samples (p. 63)
• Conversation 3 Sandra Macleod, group CEO, Echo Research (p. 67)
• 06 Questionnaire development and design (p. 71)
• Conversation 4 Peter Hutton, founder of BrandEnergy Research (p. 79)
• 07 Maximizing response rates (p. 83)
• Case study 5 International Transport Workers' Federation (p. 83)
• Other tips to stimulate response rates (p. 86)
• Part 2 Strategy (p. 89)
• 08 Burning issues for your research to cover (p. 91)
• Engagement (p. 92)
• Case study 6 EDF Energy (p. 93)
• Communication (p. 97)
• Change (p. 103)
• 09 Emerging issues (p. 105)
• Trust (p. 105)
• Relationships (p. 106)
• Innovation (p. 108)
• Case study 7 Can innovation be measured? (p. 109)
• Culture (p. 112)
• Values (p. 113)
• Customer service (p. 114)
• Reputation and brand image (p. 115)
• Sustainability and corporate social responsibility (p. 116)
• Mergers and acquisitions (p. 117)
• Conversation 5 Jenny Davenport, director, People in Business (p. 121)
• 10 Understanding, interpreting and getting the most from your data (p. 123)
• Trends over time (p. 125)
• Perspective (p. 126)
• Understanding your audience (p. 128)
• Case study 8 The Civil Service in the UK (p. 128)
• Finding the keys (p. 130)
• Issues insights (p. 132)
• Research models (p. 132)
• What they say... (p. 134)
• Interpretation (p. 135)
• 11 Turning the results into the organizational story (p. 137)
• Content (p. 140)
• Approach (p. 141)
• Surprise (p. 144)
• Case study 9 BBC (p. 145)
• 12 An international perspective (p. 149)
• China (p. 149)
• India (p. 150)
• Brazil (p. 151)
• Russia (p. 152)
• Nigeria (p. 152)
• Conversation 6 Barbara Gibson, intercultural communication consultant (p. 155)
• 13 Making the business case (p. 157)
• Case study 10 Rentokil Initial (p. 158)
• Extensive research links with the business (p. 160)
• Organizational metrics (p. 162)
• Identify specific measures (p. 163)
• Conversation 7 Angela Sinickas, president of Sinickas Communications (p. 165)
• Part 3 Implementation (p. 167)
• 14 Lights... Sound... Action! (p. 169)
• 15 The six key stages (p. 173)
• Planning from the start (p. 173)
• Conversation 8 Kevin Murray, chairman of the Good Relations Group (p. 181)
• 16 Putting the action plan in place (p. 185)
• What are the areas for action focus? (p. 187)
• 17 Who is responsible for taking action? (p. 191)
• Who is driving the overall action plan forward? (p. 194)
• CEO and senior management team (p. 194)
• Division/location/country role (p. 197)
• Function and departmental role (p. 198)
• The line manager's role (p. 199)
• Who will be involved? (p. 201)
• Where is the support and advice? (p. 203)
• 18 Translating action points into action implementation (p. 209)
• 19 Keeping the research alive and well (p. 219)
• Case study 11 Aon (p. 220)
• Communicate, communicate, communicate (p. 222)
• 20 What does the future hold? (p. 225)
• Stephen Welch, Hay Group (p. 225)
• Patrick Kulesa, Towers Watson (p. 226)
• Simon Barrow, People in Business (p. 227)
• Mark Weiner, Prime Research (p. 228)
• Lou Williams, Lou Williams Companies (p. 229)
• Angela Baron, CIPD (p. 229)
• Nita Clarke, IPA and Engage for Success (p. 230)
• Case study 12 John Lewis Partnership (p. 231)
• Appendix (p. 233)
• Index (p. 237)