Communication AuditPerformed By: Christine DrakeBridge Communications Consulting

Date: November 2015

Client:

ABC Company2222 99th Ave NEBellevue, WA 98004425.794.3000

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Table of Contents

Introduction….. 3 Client Background….. 3 Approach….. 5 Observations….. 9 Recommendations ….. 11

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Introduction

A communication audit is performed for an organization with the objective of evaluating existing communication channels and identifying value added communications going forward. In other words, what is working, what requires change, and what needs to be implemented?

Christine Drake, Director of Marketing and executive teams from Parker| Smith| Feek will identify objectives, discuss expectations, and coordinate strategy to lay the groundwork for a successful project. Evaluations and analysis are based on industry trends, best practice principles, communication standards, and next generation opportunities.

Background

Founded in 1937 by James Doe, Parker, Smith & Feek is one of the 100 largest insurance brokerage firms in the nation. Privately owned and headquartered in the Pacific Northwest, the firm has world class resources with global reach. Our primary focus is the protection of our clients’ assets. And, to that end, we offer business insurance solutions across multiple industry sectors. From employee benefits and surety to claims management and workers’ compensation, our insurance and risk management knowledge and service expertise are unmatched.

Parker, Smith & Feek is a licensed brokerage firm in all 50 States with 185 employees at their headquarters in Bellevue, Washington and satellite office in Anchorage, Alaska. They gross over $300 million in policy premiums annually, celebrate numerous industry awards, and are ranked in the “Top 100 US Insurance Brokers,” Business Insurance.

Within our team, there are three generations growing a successful company together. Implementing time honored best practices coupled with state-of-the-art technology and next-generation services; we serve our clients in protecting what matters to them whether business

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or personal. We hold our tradition near to our hearts as we support and develop our people so that they will support our clients with great passion.

Background Cont’d

Mission Statement:

“At Parker, Smith & Feek, we guide our clients to make informed risk management decisions and develop innovative insurance, surety and employee benefits solutions uniquely suited to their business needs.”

Logo and Tag Line: “Different by choice, Unique by tradition”

Logo deleted for privacy

Industry Focus:

Our industry focus has developed along with the business community in the Pacific Northwest. While we began in the industry as experts in construction, today we provide services to a broadly diverse collection of industries and have specific knowledge and expertise in each. As we have grown, this knowledge has been concentrated into “practice groups” whose cross-disciplinary staff members are active in the professional and trade organizations that support these industries. We understand the level of industry expertise one must have to develop the necessary insurance and risk management solutions. At Parker, Smith & Feek, we pride ourselves on our deep knowledge of each industry we represent and are confident that we can provide unparalleled services to any client.

Construction Energy/Power

Environmental Financial Services

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Food Processing Forest Products Retail Business Real Estate

Technology Healthcare & Life

Sciences Hospitality Manufacturing Marine Not-for-profit Private Equity

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Background Cont’d

Culture:

Our clients look a lot like us. (Some can even finish our sentences.) They recognize that we share the same values. We treat one another with respect and help each other get even stronger and better at what we do. We know the integrity and honesty it takes to do the right thing. Our culture is what ultimately creates the trust that bonds our clients to us and offers the assurance that we will be there when they need us.

“It is the best company I've ever worked for. I think it is nice they dedicate so much to their employees. It reflects on customer service. The better I'm treated, the better I treat clients and I love working here. I plan on staying here for as long as I can.”

"I would say it is nice to work for a small regional company rather than a corporate company because you're a home office and get to do what's right for the customer, not what's right for the corporation. I get to work with highly capable professional people, focused on working together to do the right thing for the customer.”

Approach

Parker| Smith| Feek mission statement will serve as primary focus of audit. We will leverage current areas of expertise, strengths, and future growth opportunities to launch new communication initiatives. The following activities help us determine which communications are revered as credible and most valuable closing the gap between current and ideal states.

Discovery Phase: Where are we and where are we going?

Intake and Assessments-

1. Individual Consultation with Executives and Leadership2. Focus Groups with Each Business Unit – Support Staff,

Professionals, Brokers3. Observations- Workshops, Seminars, Classes, Webinars4. Internal/External Communication Survey

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5. Communication Documents Inventory 6. Review Talent Acquisition and Retention Strategies

Approach cont’d

Intake Consultation with Executives and Leadership- face to face or phone interviews (sample questions)

1. How would you rate the following communications produced by your business unit?

2. Can you think of a competitor or other company (maybe a previous employer) who produces great materials? What makes them great?

3. What types of communication channels or documents do you think are missing or that PS&F should pursue?

4. What types of communication vehicles are working?5. What are the communication goals of PS&F?6. Where do you go when you want to know about company

information – do you ask someone, call HR or look on the Intranet? Bulletin board?

7. Do your communications support the overall strategic plan for PS&F?

8. Are you reaching key audiences with your messages and moving them to action?

9. Who is responsible for communications? Which ones?10. What do you hope this communication audit will reveal?11. Place your communications in the following categories-

informative, educational, transactional, or promotional

Focus Groups:

Focus groups are a form of qualitative research where a facilitator organizes an interactive discussion to document strengths, weaknesses, opportunities, and threats perceived by each business unit. The goal of a focus group is to encourage active participation of all members in an effort to validate perception saturation and gain insight from feedback that challenges the status quo.

Discussion is informal, open, and dynamic with each business unit. Questions identified in the intake consultation will drive conversation.

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Summary of findings and analysis of focus group findings would appear here.

Observations:

Observation is a form of ethnographic qualitative research aimed at studying participant’s behavior, body language, and acceptable norms while in their natural environment. In other words, observing is an informal structure where the observer is typically removed from the situation and non-participatory.

Approach cont’d

The observation technique serves as a holistic approach, studying participants in context to gain a better understanding of the culture. This is accomplished through the following observation scenarios:

1. Work Group Meetings2. Classes3. Seminars4. Speaking Engagements5. Presentations6. Strategy Sessions7. Webinars

Summary of findings and analysis of observations would appear here.

Internal/External Survey:

The purpose of a survey is to collect and evaluate data as a way of benchmarking standards. Surveys are a form of quantitative research and complement the qualitative research obtained through the focus groups, interviews, and observations.

The goal of the survey is to measure both internal and external customer satisfaction and sentiment by collecting feedback to determine communication preferences, assess needs, and implement a strategic plan going forward.

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Surveys can be conducted via email, online, direct mail, telephone, or in person.

Summary of findings and analysis of surveys would appear here.

Communication Documents Inventory:

The purpose of a communication inventory is to identify the strengths and opportunities with existing communication platforms. The communication inventory is a vital step in evaluating current standards including tone, branding strategy, grammar, and logo use. This information is then reviewed to identify target audience and purpose of communication.

It is important to capture all formal and informal communication documents and channels utilized, in order to lay the framework for value-added communication moving forward.

Approach cont’dExamples of documents audited would include:

1. Letterhead2. Internal Emails3. Email Marketing4. Direct Mail5. Newsletters6. Social Media7. Articles8. Website9. Client Letters

10. Brochures11. Flyers12. Executive Bios13. Webinars14. Speaking

Engagements15. Presentations16. Seminars

Summary of findings and analysis would appear here.

See Appendix A- Communication Inventory and Appendix B- Website Audit

Talent Acquisition and Retention Strategies:

I know what you are thinking what does talent acquisition and retention strategies have to do with a communication audit? However, this is an opportune time to involve your workforce as they are the ones that will support and carry out the changes implemented and become the ambassadors of a high performance culture.

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This step involves a combination of qualitative (focus groups and interviews) and quantitative (surveys and industry research) measures to ensure hands on participation to design action-oriented forward thinking strategies. Employee development, ongoing education, and organizational development are key elements analyzed in this section.

Learn how to balance acquiring new talent to meet market demands while retaining seasoned experienced individuals to achieve long term success of your business.

Sample Interview Questions:

1. How is employee engagement measured?2. What employee development opportunities exist today?3. What employee development opportunities would you like to

implement?4. How do you acquire new talent?5. Where does current PS&F staff get information about job

performance and expectations?6. How do employees participate in the decision making process?7. What skills set, knowledge, and experience are valued most at

PS&F?8. What type of employee recognition programs exist?9. How is training documented?10. How do employees support each other’s development

Observations

Summary of findings and analysis from all activities would appear here. A condensed sample version is illustrated below. Observation summary is a result of focus groups, interviews, and consultation with executives.

Internal culture is strong and employees as a whole feel proud to work for Parker| Smith | Feek. As a private firm, staff works together in a non-competitive environment for the betterment of the client. All employees work hard to deliver quality products and services resulting in numerous awards and industry recognition. PS& F sets the bar high across their industry. Communication between business units is open, two-way, and timely. Communication channels used are informal discussions, weekly email updates, and formal group meetings. However, preferred communication channel is email based on busy schedules.

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Management is responsive to staff needs and encourages feedback for process improvement initiatives. Feedback is gathered through informal exchanges and formal annual surveys. Innovation is key at PS&F, during times of change and technological advances, and promotes thinking outside the box. Informal brainstorming was often observed during this audit. Employee engagement appears high.

Employees are encouraged to support the development of others and actively seek out opportunities to build a new skill. However, finding time to job shadow or attend webinars and industry conferences is a challenge. New employees are welcomed with open arms through a robust onboarding program. New employees are paired up with a seasoned team member, who serves as a mentor, for the first 90 days of employment.

Externally, community members, business leaders, and clients hold PS&F in high regard and celebrate their corporate citizenship responsibilities. Executive team members and brokers serve on local community boards, volunteer for charitable events, and attend instructional seminars and conferences. Employees play an active role in determining which 501 (c) 3 organizations receive contributions. This type of giving spirit promotes a generous understanding among each other’s needs in time of tragedy or family crisis.

Observations Cont’d

Print Materials Summary:

All printed materials evaluated are listed on the communication inventory spreadsheet.

Logo is professional and appears on all letterhead, envelopes, and business cards appropriately

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Logo meets the recommended best practice guidelines- easy to recognize, duplicate, and looks good regardless of size and black and white

Target audience is clear and tone is customer centric with minimal use of industry jargon

Documentation standards are followed across all channels

Email Communication Summary:

Preferred communication method for majority of employees and clients

Subject lines are at times elusive, misinterpreted, or missing Reply All is consistently overused internally Emails often include large attachments that slow down the

system External email marketing is concise with a clear call to action

strategy

Web Communication Summary: Refer to Appendix B for complete version

Parker Smith & Feek’s newly updated website supports the recent champion award in the "Technology and Operations" category from the National Underwriter Magazine.

Client Tools are a clear win-win and value-added service to registered users.

Relevant articles, newsletters, and PS&F historical archives add insight into industry and illustrate eloquently the expertise of firm.

Content layout is consistent, with uniform font, clear contrast, and visually appealing graphics and photos.

Recommendations

Below is a sample condensed version summary of recommendations based on qualitative and quantitative research.

*Refer to Appendix B for complete audit of Web Content

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Develop a 1-3-5 year communication plan based on communication audit- comprised of one clear voice

Tie all communications to mission and business goals Leverage a change management toolkit for change initiatives

( see sample toolkit include in portfolio) Set milestones and celebrate accomplishments Edit written and online communications regularly Internal communications must be a priority Perform annual reviews of communication plans to establish

benchmarks or propose modifications Purchase customized interface tools for social media like

Hootsuite and provide regular interactive messages Build mobile friendly site Add Smart-Phone apps for transaction like claims – See Wallace

MobiClaim or Evolution Underwriting Group Actively promote job shadowing and employee development

opportunities Research industry standards and best practice principles

quarterly (review other industries for comparison) Conduct annual surveys- internal and external Extend reach offering access to webinars, classes, and speaking

engagements through Social Media and PS&F website- Vignettes are a good place to start

Maintain transparent communication and visible leadership Set standard frequency of newsletters, Blog, and Facebook

entries Emphasize role of individuals and business units as

ambassadors of internal and external customer service Continue to learn and evolve Increase active participation of employees and business units

during the new employee on-boarding process Evaluate the use of email communication, set standards, and

instruct users on best practice and etiquette Expand community reach – review public relations strategies Celebrate accomplishments

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