, COMMUNICATION AUDIT
A conceptual and methodological structure is presented for examination of
communication processes in organizations. Components of the communication
system are identified, a taxonomical table of activities is suggested, and an audit
program is outlined. Emphasis is placed on the need for organisations to provide
explicit and extensive control of communication elements.
Strategic communications audits are, at their core, an evaluation tool. Unlike
most evaluation tools or practices, however, they do not focus on the results or
outcomes of an organization’s communications practices after they are
implemented or among their target audiences. Rather, they focus on the
organization itself, its practice and capacity, and how the organization has
positioned the communications function.
WHY: Organize the communications of an organization. Identify process or lack of
process – Strengths and weaknesses. Identify and prioritize or re-prioritize
audiences. Stakeholder research: what they know, need to know, want to know,
how they prefer to be reached. Untapped opportunities…identify gaps. Drive
consistency
A Communications Audit Asks:What are our current goals and objectives for
communications?How well is the current Communications Plan working?Are our
messages clear and consistent? Do we have a coordinated graphic identity?Are
we reaching key audiences with our messages and moving them to action?What
communications have been most effective?What do stakeholders think of our
communications?Do our communications support our overall strategic plan?What
would make our communications more effective?What communications
opportunities are we missing?
WHO: Internal versus External Assessment Internal: Lower cost;Engages the
organization and can gain support for communications goals. External: Objectivity
Time/availability; Knowledge from other organizations; Credibility/expertise
Communication Audit Methods: Regardless of whether the audit is done
internally or externally, a common set of methods can be used to gather data
, needed to make assessments about practices. Interviews – Probably the most
common audit method, interviews allow the person conducting the audit to
better understand communicationsrelated work processes. Interviews allow
respondents to provide a rich qualitative sense of how practices are performed
and how the organization treats communications. Interviews can also be
conducted with the organization’s external stakeholders or target audiences.
Surveys – Surveys or questionnaires are the second most common audit method.
They can be administered to all staff within a short timeframe, and they allow for
a standardization and comparison of responses. Critical Incident Analysis – Staff
are asked to describe, through an interview or questionnaire, specific effective
and ineffective experiences with communications. The purpose is to collect
examples of experiences that staff find memorable in order to “see” how
communications practices are performed within situational contexts. Potential
Communications Audit Methods Network Analysis – Network analysis has gained
much popularity in recent years as a method for examining information flow, or
the channels and relationships through which information is exchanged. It asks
individuals who they communicate and for what purpose. It reveals an
organization’s communication structure, which may be very different from its
organizational structure. It also reveals where blockages are occurring and
possible routes that are currently untapped. Participant Observation – The
individual conducting the audit participates in organizational activities involving
communications in order to see how and when practices are performed.
Document Review – Communications documents (e.g. publications, campaign
materials, press releases, etc.) are reviewed to assess the development and
targeting of materials as a communications practice.
Focus Groups – Groups of five to fifteen people meet together in a moderated
discussion and respond to open-ended questions about communications practices
and organizational capacity. Their main advantage is the group interaction that
takes place as participants react to and build on one another’s responses.
Process of Communication Audit
A conceptual and methodological structure is presented for examination of
communication processes in organizations. Components of the communication
system are identified, a taxonomical table of activities is suggested, and an audit
program is outlined. Emphasis is placed on the need for organisations to provide
explicit and extensive control of communication elements.
Strategic communications audits are, at their core, an evaluation tool. Unlike
most evaluation tools or practices, however, they do not focus on the results or
outcomes of an organization’s communications practices after they are
implemented or among their target audiences. Rather, they focus on the
organization itself, its practice and capacity, and how the organization has
positioned the communications function.
WHY: Organize the communications of an organization. Identify process or lack of
process – Strengths and weaknesses. Identify and prioritize or re-prioritize
audiences. Stakeholder research: what they know, need to know, want to know,
how they prefer to be reached. Untapped opportunities…identify gaps. Drive
consistency
A Communications Audit Asks:What are our current goals and objectives for
communications?How well is the current Communications Plan working?Are our
messages clear and consistent? Do we have a coordinated graphic identity?Are
we reaching key audiences with our messages and moving them to action?What
communications have been most effective?What do stakeholders think of our
communications?Do our communications support our overall strategic plan?What
would make our communications more effective?What communications
opportunities are we missing?
WHO: Internal versus External Assessment Internal: Lower cost;Engages the
organization and can gain support for communications goals. External: Objectivity
Time/availability; Knowledge from other organizations; Credibility/expertise
Communication Audit Methods: Regardless of whether the audit is done
internally or externally, a common set of methods can be used to gather data
, needed to make assessments about practices. Interviews – Probably the most
common audit method, interviews allow the person conducting the audit to
better understand communicationsrelated work processes. Interviews allow
respondents to provide a rich qualitative sense of how practices are performed
and how the organization treats communications. Interviews can also be
conducted with the organization’s external stakeholders or target audiences.
Surveys – Surveys or questionnaires are the second most common audit method.
They can be administered to all staff within a short timeframe, and they allow for
a standardization and comparison of responses. Critical Incident Analysis – Staff
are asked to describe, through an interview or questionnaire, specific effective
and ineffective experiences with communications. The purpose is to collect
examples of experiences that staff find memorable in order to “see” how
communications practices are performed within situational contexts. Potential
Communications Audit Methods Network Analysis – Network analysis has gained
much popularity in recent years as a method for examining information flow, or
the channels and relationships through which information is exchanged. It asks
individuals who they communicate and for what purpose. It reveals an
organization’s communication structure, which may be very different from its
organizational structure. It also reveals where blockages are occurring and
possible routes that are currently untapped. Participant Observation – The
individual conducting the audit participates in organizational activities involving
communications in order to see how and when practices are performed.
Document Review – Communications documents (e.g. publications, campaign
materials, press releases, etc.) are reviewed to assess the development and
targeting of materials as a communications practice.
Focus Groups – Groups of five to fifteen people meet together in a moderated
discussion and respond to open-ended questions about communications practices
and organizational capacity. Their main advantage is the group interaction that
takes place as participants react to and build on one another’s responses.
Process of Communication Audit
