11 Melcrum’s Internal Communication Diagnostic Tool This presentation is Copyright Melcrum Permission is granted to display, copy, distribute, and download the materials on for internal business use only, provided you do not modify the materials and that you retain all copyright and other proprietary notices contained in the materials. You may not, however, copy, reproduce, distribute, publish, enter into a database, display, perform, modify, create derivative works of, transmit, sell or offer for resale, or in any way exploit any part of melcrum.com without our express written permission. You also may not "mirror" any material contained on this Site on any other server without prior written permission from Melcrum. If you have any questions regarding this notice, please contact your Melcrum account manager.

2 © Melcrum 2012 EMPLOYEE ENGAGEMENT Evaluating the contribution made by internal comms toward overall employee engagement COMMUNICATING BUSINESS STRATEGY Assessing the internal comms function’s capacity to distil corporate strategy into clear messages that drive actions and behaviours SUPPORT FOR LEADERS & MANAGERS Evaluating the extent to which the internal comms function supports leaders & managers in communicating effectively PARTNERSHIP WITH THE BUSINESS Assessing the ability of the internal comms function to fully support business priorities and corporate goals Melcrum’s Diagnostic Tool: 4 thematic areas, 5 questions in each

3 Inputs & Outputs : What it looks like in action… © Melcrum 2012

4 Inputs & Outputs : What it looks like in action… © Melcrum 2012

5 Inputs & Outputs : What it looks like in action… © Melcrum 2012

6 Inputs & Outputs : What it looks like in action… © Melcrum 2012

7 Melcrum’s IC Diagnostic Process Comprehensive end-to-end support 7 Survey initiated by primary contact* Responses collated & report created by Melcrum Results Review with primary contact (& others at member’s discretion) via teleconference * Access to the tool is available to all Forum members as part of existing memberships. Members can leverage the survey across senior stakeholder group alone, or across both senior stakeholders & IC team members for comparison. Melcrum recommends that the tool be used with a group of no less than 10 & no more than 20-25, with those most able to action responses to survey outcomes as primary candidates Option 1: Member opts to ‘self serve’: Melcrum delivers support through BP toolkit to support closure of ID’d gaps Option 2: Member opts to ‘workshop’” Melcrum delivers support through annual in-house briefing on survey data & solutions

8 Our study © Melcrum 2012

9 Case studies: Effective employee consultation - Canon Using informal networks in low-trust environments - BAA Running a content audit - IKEA Creating collaborative workspaces - NetApp Establishing dialogue with, & through, managers - Flextronics Partnering with HR - Chemonics Expert opinions: Employee survey design - Tom Rath, Peter Hutton Measuring Dialogue - Dr. Andy Brown © Melcrum 2012

10 Case studies: Evaluating IC activities & value with stakeholders - Owens Corning Using research data to shape IC & business strategy - Motorola Building employee insight - Tesco Focusing on value-add & business outcomes - Kraft Expert opinions: Step-by-step strategic plan development - Melcrum Segmenting by attitude & motivation - Susan Walker & Robert Berrier Correlating IC & business performance - Towers Watson © Melcrum 2012

11 Case studies: Developing a consultative & partnership approach - HMRC Holding leaders accountable - Eastman Chemical Company The manager & communicator partnership - Ericsson Helping managers better understand channel mix - Siemens Expert opinions: Developing a manager comms plan - Melcrum Understanding CEOs - Mercer Delta Emotional Intelligence as a management competency - Melcrum Helping leaders establish credibility & trust - Jodi Hutchinson © Melcrum 2012

12 Case studies: Communicating strategy in a decentralized world - Goodyear Educating employees to turn the business around - AETNA Helping employees do more with less - Sony Communicating a major new strategy (Plan A) - Marks & Spencer Encouraging employees to shape the future - Environmental Resources Management (ERM) Expert opinions: EVP - Jim Schaffer Critical success factors for strategic alignment - Robert Bradford Living the Brand - Richard Mosley © Melcrum 2012

More information For more information on how the Internal Communication Diagnostic tool works and how it can benefit your team, please contact, Rebecca Richmond on or your Melcrum account 13 © Melcrum 2012