Communications
Self-Assessment Tool

Test Your Communications Performance with the Worldcom Communications Self-Assessment Tool

Worldcom experts have identified 10 areas that are important to effective communications.

The tool provides a very quick way to:

Check if you are focusing on all areas that matter to your organisation
Identify if you could be doing better in some of the areas
Enable you to make a commitment to improvement in key areas
Check if you are meeting your improvement targets
Check how well your communications strategy is explicitly tied to your business strategy

Just pick the option from each question below that best matches your current situation.

If you think the topic in the question is not part of your communications activity – eg Social Media – tick ‘Not applicable’.

Questions for pdf results

1Strategic communications planning

Our communication methods and objectives are recorded in a strategy and chosen to underpin our wider business objectives.

We have a written strategy that is used from time to time but is not always up to date

No written strategy exists

We have a clearly articulated written strategy that is regularly used and updated

Not applicable

2Communications and marketing planning

The delivery of detailed marketing and communications activities is controlled by a tactical plan that is derived from a strategic plan. This ensures that marketing and communications actions work in sync.

Joint plans for marketing and communication are used to deliver against the objectives of the strategic plan. The teams work together to maximise results

Marketing and communications actions are controlled by separate plans that are not integrated. There is little synergy as a result

There is regular communication between the marketing and communications teams but activities are not always integrated. More value could be delivered from the same effort

Not applicable

3Content production, coordination and delivery

We recognise that compelling and differentiated content is critical to success. We create content based on messages that bring the value of what we do to life rather than explaining what we do.

Content production is sporadic and opportunistic rather than part of a consistent strategy

We try to produce differentiated content but this tends to be ideas-driven rather than consistent with a well-defined set of messages. Consequently we sometimes confuse people about what we stand for

We have a value-based set of messages that are used by all content creators. We regularly check if our messages remain compelling and unique to stakeholders

Not applicable

4Demand generation/integrated communications

The company has integrated its demand-generation and awareness-building in a single integrated and planned activity.

There is no integration – the two activities are managed by separate teams

There is a single content strategy. This means that the same content and messages that drive demand (through all appropriate communications channels) also build awareness

The same content is used but not always in a joined up way, so the full benefits of integration are not felt

Not applicable

5Reputation and brand management

Responsibility for our company image and reputation has been allocated and actions are implemented and monitored in line with pre-agreed aims to ensure that a cohesive image is communicated to stakeholders.

We have brand values but they are not regularly updated. Not all communication is consistent with these values

We regularly review what our brand stands for - and why it would be valued by all stakeholders - and ensure that all our external and internal communications brings these qualities to life

We don’t have clearly defined brand values. Nobody has specific responsibility for managing our reputation

Not applicable

6Employee engagement/internal communications

Employee engagement is seen as a strategic activity for the organisation. Responsibility for our employee engagement activities has been allocated and it is actively pursued on the basis of a strategic plan. The implementation is carefully monitored and evaluated.

Employee engagement is already delivering tangible benefits to both the business and employees. This includes a healthy stream of ideas/innovation

Some elements of employee engagement are in place - such as wellbeing activities - but there is work to do to create an integrated approach that delivers high levels of value to the organisation

Apart from occasional messages to employees from the leadership, little is done to energise and engage employees

Not applicable

7Media relations

Responsibility for media relations has been allocated. A plan is carefully and regularly maintained to allow a proactive and creative approach that is capable of establishing high awareness and thought-leadership.

Regular success is achieved because of the strength of the messages and skill of delivery

Rarely achieve any positive profile or media relations results

Occasional success is achieved but competitors perform better

Not applicable

8Social media

Social media is seen as part of an integrated approach and not a separate activity. A clear plan is in place as part of a wider communications strategy with clear objectives and desired outcomes.

Regular success is achieved in sharing content and driving conversations that matter

Occasional success is achieved but competitors perform better

Audiences are not engaged, communication that exists comes mostly from the company

Not applicable

9Crisis management

We are prepared for all eventualities and the relevant staff are familiar with the clear action plans, roles and procedures we have in place.

A policy exists but is not refreshed regularly and many employees are unaware of its existence

We have a clear policy and procedures that are understood and used by all employees

No policy exists, employees are unprepared for a crisis

Not applicable

10Evaluating and developing communications

We carefully monitor our communications, both in terms of quality and impact, and the data is used to drive continuous improvement.

No regular measurement and review is in place

Measurement largely focuses on counting outputs - such as number of releases issued or press cuttings achieved - rather than connecting to outcomes valued by the organisation

Measurement methods are practical and linked to business goals

Not applicable

Contact information

If you would like to discuss the content of this Self-Assessment tool, its recommendations or your Communications needs please contact:

Todd Lynch toddlynch@worldcomgroup.com
Crispin Manners crispinmanners@worldcomgroup.com

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