ILO Communication Review, May 2013

ILO – Communications Review

www.pwc.com

The ILO commissioned PwC to review the existing external communication strategy, develop an internal communication strategy and roadmap, and suggest the best position for communications function

The terms of reference for the review were:

1. Validate, and if required, propose changes to the ILO’s external communications strategy by assessing its consistency with the goals and vision of the Director-General: review and provide an assessment of the ILO’s existing external communications strategy and practices in light of the DG’s goals and vision with the objective of ensuring that the ILO’s communications are global in reach, consistent with best current practices and responsive to the specificity of the organization.

2. Develop a strategy for internal communications: review and assess the strengths and weaknesses of existing internal communications practices and develop a comprehensive strategy and plan for internal communications, including short term communication measures to support the on-going reform process.

3. Make proposals on the position of the communications function within the ILO’s organizational structure and identify the associated strengths and weaknesses: Review the relationship between internal and external communications and make recommendations for the position of the two functions in the organizational structure, the modalities for effective communications with constituents, the diplomatic community and the UN system and other public international organizations, and the linkages between the communications functions and the operating units.

A tailored approach, consisting in an initial “assess” phase and a subsequent “strategised” phase was defined based on the requirements for the review. An ILO task force comprising representatives from each portfolio, Cabinet and DCOMM reviewed the progress and provided guidance throughout the performance of the study. Specific meetings with members of the Senior Management team were organized to validate findings, collect feedback and present results. This has allowed us to validate findings, refine observations and gain endorsement on the resulting recommendations.

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External Communication Internal Communications

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• Communication function lacks proximity and a systematic model of engaging with the SMT on strategy and direction

• DG's focus on “Increasing the influence of the ILO” should be taken as a cue to reprioritize communications focus

• No consensus on target audiences and /or respective priorities for communication

• Objectives are set at high level but are not sufficiently detailed to be properly monitored

• There are no specific or clearly articulated risk management considerations in the ILO communication framework

• General acknowledgement that communication from leadership has improved since the new DG started.

• ILO Reform Programme not being supported by Internal Communication

• Internal communication stakeholder groups have not been defined and assessed as to their needs

• There are no objectives or measures of success for the internal communications

• There are no risks and barriers identified

De

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• Key messages are difficult to find and there are not specific messages per topic per target audience

• Wide array of channels, audiences and content available may create confusion if not coordinated properly

• Responsibilities between DCOMM, Cabinet and interfaces are not clear

• Messages are not adapted/tuned to target audiences. • The current channels are not strategically chosen which

results in the mechanisms used to engage with staff being not fit for purpose

• There is a disconnect between the various parties involved in internal communication

Pr

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• Resources allocated to communicating to constituents seems lower in comparison to press/general public

• There are no communication competency framework or structured training available

• No overall strategic planning consolidating local/regional/global events per programme

• Over use of jargon or technical language that obscures meaning

• There is very limited capability is in place in DCOMM (0.5 FTE) and Cabinet (one person has DG internal communication within their portfolio) to support internal communication

• No competency framework exists or access to training. Managers feel ill equipped to implement Reform

• No Internal Communication framework or plan exists • Current material not engaging or sufficient

Op

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• Coordination and information flows is being improved between regions and GVA

• Monitoring is focused on general media and public and does not include monitoring of constituents ’activities

• Responsibilities for content writing and developing, approving and communicating various messages have not been defined

• No systematic monitoring in place

The assessment highlighted a number of weaknesses on both external and internal communications

Page 3 May 2013 In line with expected

practice, minor gaps

identified

Material gaps

identified

Very significant

gaps identified

15 recommendations supporting 4 objectives can be implemented

Objective 4: Globally consistent and coordinated practices

4d. Adopt an integrated campaign planning approach

for each ACI

4c. Increase responsiveness to issues through

establishing a 'Rapid response team‘ & 'horizon

scanning'

4a. Adopt one unified ILO calendar for coordinating

internal and external engagements

4b. Adopt a unified approach to agreeing and updating key messages –

Message bank

Objective 1: Staff engagement through Internal Communication

1d.Redesign intranet, collaboration and knowledge

management platforms

1a. Review, validate and implement proposed IC

strategy

1b. Create, validate and implement specific comms

plan for Reform

1c. Review, validate and implement specific comms

plan for Building Renovation

2a. Realign communications strategy to reflect broader

definition of communications & DG’s manifesto

3b. Reposition DCOMM so it is best placed to enable the

strategy

3c. Build comms capability across the function and

throughout the ILO

3a. Clarify communications roles and accountabilities

across the organization

2b. Define specific strategy on advocacy in order to build and maintain sustainable influence

through engagement & dialogue

Processes

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Communication Reform

Roadmap

Structure Strategy

2d. Monitor and evaluate the impact of communication

2c. Harness the power of social media

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2013 2014

Q3 Q4 Q1 Q2 Q3 Q4

Achieving targeted improvements will require strong management attention and careful programme management

“Project setup”, “Roadmap Governance” and “Change Management & PMO” streams – as part of Reform Programme

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1a. Review, validate proposed IC strategy

1b. Create, validate and implement specific comms plan for Reform

1c. Review and validate specific comms plan for Building Renovation

1d.Redesign intranet, collaboration and knowledge management platforms

1a. implement proposed IC strategy

1c .Implement specific comms plan for Building Renovation

2a. Realign communications strategy to reflect broader definition of communications & DG’s manifesto

2b. Define specific strategy on advocacy in order to build and maintain sustainable influence

2c. Harness the power of social media

2d. Monitor and evaluate the impact of communication

3a. Clarify communications roles and accountabilities across the organization

3b. Reposition DCOMM so it is best placed to enable the strategy

3c. Build comms capability across the function and throughout the ILO

4d. Adopt an integrated campaign planning approach for each ACI

4a. Adopt one unified ILO calendar for coordinating internal and external engagements

4b. Adopt a unified approach to agreeing and updating key messages – Message bank

4c. Increase responsiveness to issues through establishing a 'Rapid response team‘ & 'horizon scanning'

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Summary assessment for external communication

Communications practices Key findings

1. Ensure leadership support Communication function lacks proximity and a systematic model of engaging with the SMT on strategy and direction

2. Align communications to mandate and strategy DG's focus on “Increasing the influence of the ILO” should be taken as a cue to reprioritize communications focus

3. Define target audiences No consensus on target audiences and /or respective priorities for communication

4. Set communications objectives Objectives are set at high level but are not sufficiently detailed to be properly monitored

5. Identify risks and barriers to achieving objectives There are no specific or clearly articulated risk management considerations in the ILO communication framework

6. Develop key messages Key messages are difficult to find and there are not specific messages per topic per target audience

7. Select key channels Progress on social media. Wide array of channels, audiences and content available may create confusion if not coordinated properly

8. Assign responsibilities Responsibilities between DCOMM, Cabinet and interfaces are not clear

9. Allocate communications resources Resources allocated to communicating to constituents seems lower in comparison to press/general public

10. Develop communications skills There is no communication competency framework or structured training available

11. Develop implementation plan with timeline No overall strategic planning consolidating local/regional/global events per programme

12. Develop communications material Over use of jargon or technical language that obscures meaning

13. Collaborate with network to implement the plan Coordination and information flows is being improved between regions and GVA

14. Monitor, evaluate and update Monitoring is focused on general media and public and does not include monitoring of constituents ’activities

In line with expected practice, minor gaps identified

Material gaps identified

Very significant gaps identified

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Developing an internal communications plan

STRENGTHS WEAKNESSES

DG clearly feels invested and shows ownership around internal communication

Weekly DG e-mail to staff helps maintain a regular communication channel

General/town hall meetings held by the DG have helped in the early months of the reform

Key messages on the DG’s approach to communication are clearly identified: fairness, inclusiveness and transparency

Currently the approach is to push information to staff in a broadcast mode, almost exclusively from the DG, as opposed to the intended two way communication

The current channels are not strategically chosen which results in the mechanisms used to engage with staff not being necessarily fit-for-purpose:

Mechanisms for staff to get information on demand (“pull”) are missing: the intranet is not as effective as it could be – staff find it difficult to find the information they are after

Directors should be at the forefront of reform implementation. However we understand they have not been involved in the early days of the Reform and that they are feeling ill-equipped to meet the challenge and support a two-way dialogue

In regions, information on Reform comes to staff in electronic format, while some people may have limited access to HQ intranet/email or may prefer other channels (e.g. Posters or print-outs)

There are not many ‘upward’ communication channels, thus not many opportunities for staff to feedback and express opinions

G or P staff may find it difficult to voice their concerns

Messages are not adapted/tuned to target audiences

Responsibilities for content writing and developing, approving and communicating various messages have not been defined

OPPORTUNITIES THREATS

An assessment and roadmap for the intranet has been done which can be leveraged

Staff Union keenness to pick-up on the One-ILO theme could be an opportunity to have the Union actively involved as channel of communication with staff, if properly managed

As the reform moves into the implementation phase, the limitation of current internal communication channels will become more apparent and could backfire

As the DG is impersonating internal communication and reform, his image will be directly impacted by shortcomings in the communication, which could have rippling effect

The upcoming International Labour Conference may give an opportunity for staff to voice their potential dissatisfaction regarding Reform and internal communication to constituents

Page 7 ILO - Communications Review - Draft report

Preparing and operating internal communications

STRENGTHS WEAKNESSES

An intranet roadmap has been defined that would support improved communication if implemented

DG e-mail updates to staff create a sense of openness and improve contact between staff and the DG

There is limited capability in place in DCOMM (0.5 FTE) and Cabinet (one person has DG internal communication within their portfolio) to support internal communication

There is a disconnect between the various parties involved in internal communication (e.g. Cabinet, DCOMM and HRD)

There is no internal communication plan or schedule that would provide a steady rhythm for internal communication / no frequency and timeline for communications

There is only limited preparation and rehearsal by SMT for town hall meetings with staff

There are no content/editorial manager for the intranet – content is uploaded based on what is sent by departments

Department Directors and Regional Directors, who could be used for forwarding messages and having 2-way dialogues with staff, have a different style of communication to their staff and are generally not trained in communicating.

Materials do not have a consistent look and feel and the opportunity to create a sense of one coherent organisation is therefore lost

Materials are not always developed in formats that make them easily accessible, which means they do not reach as large proportion of the target audience as they could be

Materials are not always translated into all necessary languages in time

There are no guidelines on what needs to come out already translated vs. what can be translated at a later stage

OPPORTUNITIES THREATS

The reform and job reprofiling offers an opportunity to position internal communication roles across the organisation

Staff Union is taking ownership of communication on reform (e.g. oneilo.org)

Informal communication channels could offset formal channels

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Whilst there is room to improve Reform communication, the least satisfactory elements relate to communication about regions and programmes For each of the questions below please tick the answer that best

corresponds to your views:

Strongly

disagree Disagree

Neither Agree

nor Disagree Agree

Strongly

Agree

Good

I understand the mandate and strategy of the ILO 0% 2% 6% 52% 39%

I am aware of the Reform Programme 2% 4% 10% 56% 28%

I understand the issues affecting the ILO 1% 6% 15% 55% 23%

I understand the achievements of the ILO 1% 10% 19% 50% 21%

Communication between my team leader and me is effective 9% 12% 13% 40% 26%

My team leader listens and acts on my ideas and concerns 9% 13% 16% 40% 23%

Room for improvement

I believe I can personally contribute to the achievement of the Reform

Programme objectives

2% 7% 27% 46% 17%

I understand the policies and procedures of the ILO 2% 11% 21% 53% 13%

I believe the Reform Programme will allow the ILO to deliver its mandate

more efficiently and effectively

2% 6% 42% 36% 14%

I receive adequate information about the Reform Programme 4% 17% 28% 41% 9%

There are adequate ways for me to inquire, contribute or voice my

concerns about to the Reform Programme

8% 17% 35% 33% 6%

I understand what is expected from me to make the Reform Programme

successful

7% 21% 35% 29% 7%

Not good

Communication between HQ and the regions is effective 13% 39% 33% 13% 2%

In this organisation, the lines of communication are "open" all the way to

the Director General

18% 30% 32% 17% 2%

Information about different programmes is shared effectively across the

organisation

18% 45% 26% 10% 1%

Information about different regions is shared effectively across the

organisation

21% 49% 23% 6% 1%

All

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There is widespread acknowledgment of the DG’s decisions and directions. Pain points relate to Regional/national and programmes news, as well as getting to know staff and what they do

Very poor Poor Average Good Very good

The Director General's decisions and direction 2% 3% 16% 54% 26%

Organisational news and initiatives 3% 20% 42% 30% 6%

Office policies and procedures 5% 19% 38% 33% 5%

Headquarter (Geneva) news 4% 23% 43% 26% 4%

Senior management's decisions and direction 7% 21% 38% 28% 6%

Programme updates/outputs 8% 34% 39% 17% 2%

Relevant external news 12% 34% 36% 15% 2%

Regional and national news 15% 36% 33% 15% 1%

Getting to know staff and what they do 24% 36% 31% 9% 0%

Please rate how effective current internal communication processes are at conveying the following information:

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The lack of communication between regions and programmes was also reflected in the comments

There were around 50 comments on the lack of communications between departments and programmes and another 30 comments on the communication problem between the Headquarter in Geneva and the field.

Staff emphasised that cross-organisational communications has to improve so that everyone knows what other people are working on. This would avoid duplication of work, share best practices and improve co-ordination and collaboration across the organisation.

Some example comments:

We need to share more information about our programmes, what works, success stories and failures

Information about what other units do to improve co-ordination

Inter-departmental communications so that we can be aware of what our colleagues in other departments are doing (and see if there are opportunities for cooperation/support)

Results based news from the field with concrete examples of what is being done and achieved, and also the problems overcome. In a quick and easy to read format delivered electronically.

Communication between departments or sectors rely on individual contacts, this should become more institutionalized.

Cross-departmental communications and communications between regions; communications field to HQ

Among the field offices there is hardly any exchange of communication. This should be addressed. Inter office and inter regional exchanges and more effective communication between field and HQ should be proposed

I think field project officers should better promote and give visibility to their projects as HQ Staff is often not aware of what they do.

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Room for improvement: communications about Reform

As seen in slide 2, there is room for improvement around Reform related communications. In addition, some respondents mentioned Reform in the comments sections as the area of internal communications that needs the most improvement. They are critical to how effective the Reform can be and also expressed their lack of involvement and ability to feedback.

The most important matter with respect to communication is the Reform. If Reform is taking place with the old management, then there will be no reform. To communicate well about reform that is hardly taking place is difficult.

In terms of the Reform process, for instance, there seems to be the impression at the senior management level that we (ILO employees) have been consulted all through the process. I am not sure where in the process this consultation got lost, but I have never given my view on any issues and I think I could contribute in a constructive manner to it.

Communication can improve with asking good questions and being clear on why we are reforming. The main reason why there have been problems is because we are trying to do a reform without holding anyone responsible for why we need the reform. The usual suspects continue to be in control.

Current reform process - the broader picture is well communicated, but the process of identifying team members is not.

La réforme : qui fera quoi?

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Line Managers, intranet and DG’s emails are the preferred means to receive general information about what is going on

From which of the following sources would you prefer to receive general information about what is going on in the ILO? Please rank the sources by order of importance. click and drag the line to rank in your preferred order (1 = most preferred)

1 2 3 4 5 6 7

My manager / supervisor 36% 18% 16% 14% 7% 5% 3%

Intranet 21% 27% 13% 15% 14% 8% 3%

Emails from the DG 16% 19% 31% 15% 12% 5% 1%

Department staff meetings 8% 18% 17% 16% 24% 12% 5%

Electronic newsletter 14% 10% 10% 13% 10% 18% 25%

ILO town hall meetings / Presentation to staff by

the DG / DG webcast 5% 7% 8% 10% 16% 32% 23%

Printed magazine 0% 1% 5% 18% 16% 20% 40%

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However, there were several comments about the lack of communication from Line Managers

When asking what area of internal communications that needs the most improvement, around 30 respondents said that improving Managers’ and Directors communication is the most important .


Supervisors do not share information, there are no procedures to force them to share information, a mechanism is needed to discipline supervisors to share information.

Line managers (I am one) and directors do not implement the DG's open communication approach. We can blame ourselves. ILO has a communist-type culture - holding information equates to power. Regular staff are frustrated and I understand them.

Senior Management needs to do what they communicate. Communication needs to be followed by action/decisions.

Organize communication workshops for managers and directors so they learn to communicate with the rest of the staff.

Making sure that the managers are "forced" to better collaborate and communicate.

More e-mails from managers to their staff.

Have some colleagues, especially those at upper level, respect a clear and functional communication channel, all the way up and down the organisation. Junior level and national staff should not be considered as an afterthought when it comes to communication. The organisation seems to treat information as a sort of "weapon" by monopolising, not disclosing and sharing.

The communications between senior management and staff needs to be significantly improved.

Communication with our direct directors. Mine, at the moment, does not answer any e-mails, and I do not get any response.

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There were also several comments about the necessity of improving the intranet

Around 40 respondents mentioned the intranet and knowledge sharing platforms as one of areas of internal communications that needs the most improvement.

Staff also suggest that there should be a dedicated editorial team with necessary skills.


Intranet is core for improving internal communication, however our intranet today is a one way channel of communication that is very static and limited in its role and function, the intranet has to be rethought and redefined to be suitable to staff needs.

Intranet. It's awful - absolutely horrid. It's impossible to find anything and the search function is completely useless (i.e. it doesn't work even if you know what you're looking for). Hence my personal reticence for using it for much of anything.

Intranet - complete revamp needed with a dedicated team having the necessary writing skills etc.

The intranet's look, function and feel. Address by investing in revamping the technology and the design of the Intranet, and having an expanded, dedicated editorial team.

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Key recommendation 1a – Review, validate and implement proposed IC strategy

Recommendation

We have provided separately a proposal for an ILO-wide internal communication strategy, as per ILO’s terms of reference. This proposal now needs to be considered, evaluated and if need be adjusted. We recommend the strategy to be formally owned and endorsed by the SMT. Once this is done, implementation can begin.

Key actions

DCOMM to review ILO-wide strategy and evaluate Review any amends with PwC and update proposal Consult with Communication Group for feedback and comment Consider resourcing impact and timeline to implement Make recommendation to SMT

Section 3 - Recommendations and roadmap

Page 16 May 2013 ILO - Communications Review - Draft report

Key recommendation 1b – Create, validate and implement specific communication plan for the Reform Programme

Recommendation

The stakeholder issues arising from the Reform Programme are substantive and you have acknowledged that addressing them through a Reform communication strategy is a major component of this programme being successful. The issues caused by reorganisation, an upheaval in ‘ownership’ of members of staff, the need for new ways of thinking and working as well as complex interdependencies means the stakeholder issues are far from straightforward. The challenge is not only to increase awareness and understanding amongst all ILO staff about what the Reform Programme is all about, but also to build commitment and engagement from them to embed, build on and sustain the new ways of working. Commitment not just compliance from staff to the wider Reform Programme is needed. Internal Communications must ensure the approach to each staff audience group is compelling, responding to different agendas, priorities and levels of resistance to change.

Key actions

• Create single version of truth narrative for intranet • Identify core change story with each DDG – across structure process, people and technology • Draft strategy with Programme Team • Validate strategy with the SMT



Key recommendation 1c– Review, validate and implement specific comms plan for Building Renovation Recommendation

We have provided separately a proposal for Building Renovation communication strategy. This proposal now needs to be considered, evaluated and if need be adjusted. We recommend the strategy is endorsed by the SMT and formally owned by Building Project Team. Once this is done, implementation can be begin.

Key actions

DCOMM to review Building Renovation communication strategy together with Project Team and evaluate Review any amends with PwC and update plan Consult with Communication Group for feedback and comment Consider resourcing impact and timeline to implement Make recommendation to SMT



Key recommendation 1d – Redesign intranet, collaboration and knowledge management platforms

Recommendation

The insights from the internal staff survey are consistent with the outcome of the transition team work on internal communication: there is an expectation in staff that internal communication addresses current deficiencies identified in information available on programmes, in communication between Geneva and the field and regions, and in knowing who does what. Key to this is a robust intranet, knowledge management and collaboration platform. Given the current state of ILO’s systems, significant attention, careful thinking and material investment will be required to address staff expectations. As a starting point, a comprehensive analysis of ILO’s intranet has been performed by DCOMM. Based on a limited evaluation of its recommendations, we believe it to be an good starting point to develop a coherent and integrated platform to support Internal Communication and wider information sharing across the ILO. This study now needs to be accompanied by an ILO-wide knowledge management design that can complement and hook onto the intranet. We understand this is the scope of a Knowledge Gateway project which is currently underway. We recommend this to be a priority project and to ensure careful alignment with the outcomes of this review. These projects should address explicitly key issues identified in the staff survey and in the transition team. Sufficient funding should be made available to implement the resulting recommendations.

Key actions

DCOMM to validate Intranet strategy in line new ILO strategy Consult with Communication Group for feedback and comment Intranet task force, Knowledge Gateway project and the communication group to have formal coordination to ensure activities

from the 3 groups are synchronized and address collectively internal communication and knowledge management expectations. ITCOMM to budget, resourcing impact and define timeline to implement SMT to validate ITCOMM to build/source and execute



Key recommendation 2a – Realign communications strategy to reflect broader definition of communications & DG’s manifesto Recommendation

In light of the review’s findings on external communication, we believe it is important to realign ILO’s communications strategy to: • Reflect a broader definition of communication • Take into account the feedback obtained from constituents • Align it with the DG’s manifesto as well as the DG's vision statements, speeches and the anticipated strategic direction speech to

be presented at the June ILC. Based on this input, the goal would be to identify key drivers for the communication strategy leading up to the ILO’s centenary. In defining the strategy, specific focus should be paid to: • Clarifying and prioritizing target audiences for the ILO. Specific attention should be paid to constituents • Clarifying ILO communication objectives, i.e. the impact your are seeking to have on specific stakeholders. This would range from

simple awareness through to support, advocacy, funding or behavioral change • Clarifying the voice to be given to constituents in future ILO’s communications • Determining the most appropriate channels to engage with these audiences. A specific area of focus should relate to the balance

between different channels (press, web, digital, advocates) and their purpose. It is also key to engage “across the House” to get support around the strategy and ensure alignment and once defined seek SMT validation.

Key actions

Determine strategic direction and drivers for ILO Update communication framework/formalise ILO communication strategy Consult across the house Obtain SMT sign-off



Key recommendation 2b – Define specific strategy on advocacy in order to build and maintain sustainable influence through engagement & dialogue

Recommendation

In discussing with constituents and other agencies, we noted that ILO’s approach on advocacy is weak despite willingness from constituents to assist in relaying the ILO’s messages. In order to have more impact on key stakeholders, the ILO needs to establish a more collaborative approach to stakeholder relationships recognising how they can add value to the organisation and enable it to deliver on its mandate more effectively. In order to achieve this, the relationships with these stakeholders needs to be cultivated and managed 'holistically‘ through a range of channels including not only media but advocacy, campaigning and sustained and coordinated dialogue. DCOMM should take the lead in determining what the new strategy should be and how to co-ordinate the work of other key departments (e.g. Cabinet, PARDEV) to deliver. This recommendation can be implemented as part of the implementation of recommendation 2a on ILO communication strategy or as a separate undertaking.

Key actions

Validate the ‘advocacy’ approach is line with the ILO strategy Set up and chair a working group representing interested parties on defining a combined strategy (DCOMM, PARDEV,

Policy Leads, Regional Leads) Devise and develop a paper as ‘straw-man’ to orientate the group toward the new way of thinking Expand and refine the paper in line with wider ILO strategy Consider piloting approach on target group Make recommendation to SMT



Key recommendation 2c – Harness the power of social media

Recommendation

The current approach to social media focuses on official ILO social media accounts . It should be complemented with a broader approach to influence in the digital world. As part of this approach, the following should be considered: • Key influencers in the digital "World of Work" should be identified and prioritised based on their ability to influence followers.

This can be done based on social media scoring (e.g. Klout score). Supporters or “friends” of the ILO should be targeted and given specific attention. This could take the form of early release of talking points on upcoming ILO reports. These influencers could also be used to convey messages that the ILO itself cannot relay officially given the necessary political trade-offs its constituents require.

• Social media audience for ILO’s message can be significantly amplified if ‘goodwill ambassadors ‘ -e.g. Artists taking part in the Artworks campaign – relay and support ILO’s posts. Specific care should be taken to tone and frequency or what the ILO requests them to relay. ILO should also reflect on which ambassadors are best to reach a specific audience (e.g. Youth)

• In planning communication campaigns, a practice could be implemented to provide approved Tweets and LinkedIn/facebook posts that any ILO employee, partner, or advocate could copy paste and post on their own account

• Monitoring of e-reputation: most of the other UN agencies we spoke to have subscribed to social media monitoring services. These would allow the ILO to know what is being said about it, its programmes or in the broader "World of Work“ across digital media. The alerts triggered should feed into the horizon scanning and rapid response process discussed in recommendation 4c.

• Implementing internal social media to support change initiatives such as the reform programme will help support new ways of working and assist in breaking silos.

Key actions

Map and prioritise digital influencers in the "World of Work" Define an approach to ensure “friends” of the ILO and ILO’s ambassadors of goodwill will be targeted Implement a systematic approach to defining and disseminating guidance on social media posts for each campaign Consider a subscription to an e-reputation monitoring tool



Key recommendation 2d – Monitor and evaluate the impact of communication

Recommendation

Measurement and performance assessment are critical tools for proving the value of communication efforts and continuously improving the way communication works. The challenge for the ILO is to produce metrics that support both progress toward working in the new operating model and measures that determine how effective the ILO is at influencing its stakeholders towards its desired outcomes. There is no silver bullet metric that will capture and track the value communication brings to the ILO. Rather, it needs a comprehensive suite that aligns business outcomes to objectives that will provide the insights and proof points of success. The ILO should be looking at a dashboard or balanced scorecard of outcome metrics that will capture accurately the 'communication climate‘ ranging from : 1. impact the ILO is having on external stakeholders through brand monitoring 2. the number of ACI's with campaign plans in place and their effectiveness 3. the number of communicators with development plans in place to build capability in line with skills assessment 4. number of line managers that have undertaken leadership communication training Nor is it about collecting measures for its own sake, the real return on investment in these feedback mechanisms for the ILO will be captured only if the feedback is incorporated into the communication approach and influences stakeholders more effectively as a result. Internal audit or the evaluation group should review the effectiveness of ILO’s communication on a regular basis.

Key actions

Determine the priority areas for measuring the effective delivery of the ILO Strategy Determine the process flows for each of these areas Identify what outcomes can be measured Determine measurement methodology / tools Prepare dashboard and agree reporting frequency Consider including a review of ILO’s communication in the internal audit plan on a biennial basis



Key recommendation 3a – Reposition DCOMM so it is best placed to enable the strategy

Recommendation

Our assessment reveals a strong need to reposition DCOMM in terms of its focus, relationship with other units and the resulting skill-set it should have. In section 4 of this report we assessed four options regarding the reporting line for DCOMM for management consideration. The decision on the most appropriate option should then be complemented by additional consideration on the internal structure of DCOMM. The following areas should be given specific attention: • Of the four options assessed, what is the preferred reporting line for DCOMM now and in the future? • How is the internal DCOMM structure going to help it take on more strategic, orchestration and capability roles? This should

drive both the DCOMM structure as well as resourcing • Given the refocus on the above, are there activities relating to execution that would best be performed by another unit (this is

our recommendation with regard to WEBDEV for which a case can be made to have this unit report to IT)? • How is DCOMM going to structure itself around its internal clients? A practice observed at other agencies related to the

implementation of an ‘account management’ structure. This could take the form of designated focal points within DCOMM responsible for providing integrated communication advice to address the needs of each of the portfolios or areas of critical importance (ACI)

• Does DCOMM have the right resources to play a leading role in providing campaign strategy, orchestrating and providing expertise to others? Where there are gaps, do these need to be filled by training, transfers from other units or external recruitment?

Key actions

Decide on DCOMM reporting line Decide on DCOMM future internal structure Decide potential resource or skill gaps Fill in gaps



Key recommendation 3b – Build communications capability across the function and throughout the ILO

Recommendation

DCOMM should take responsibility for building the communication competency of the ILO, equipping communicators to plan and write better and provide training to support ILO team leaders to communicate better. By identifying the skills sets of communicators across the network, DCOMM will be able to optimize their use and support the sharing of information knowledge and tools across the function. It will also be able to assess the competency gaps and build a plan to address them, e.g. through training, playbooks, manuals, secondments or job rotation. Communities of interest can then be brought together to develop tools and share knowledge. Where identified, if communication skills are found in other roles, they could be repurposed (e.g. role of librarians in Regional offices).

Key actions

Define a Communications Capability Framework Define required skills and proficiency levels for each level Assess communicators across the ILO against role requirement Bring together ‘Communities of Interest’ based on skills assessment to codify and share knowledge Identify the gap in the capability of the global communications community of practice Plan to close these gaps and further develop existing strengths Develop curriculum and content of training



Key recommendation 3c – Clarify communications roles and accountabilities across the organization

Recommendation

Mechanisms of accountability need to introduced to ensure consistent and compliant communications throughout the ILO. Governance should be clear, unambiguous, and consistent throughout the Communications Function. The roles and responsibilities of Communications need to be clearly defined and documented, providing clarity around the role of the Function and its interfaces with other teams engaging when engaging with stakeholders. Communities of Practice should be formalised during the process to unite communicators. The organizational model will support a joined up approach to Communications across teams within and across the ILO.

Key actions

• Inventory communicators across the house and produce an ‘as-is’ network map • Define communication related activities and decisions and map interfaces (refer page 73) between DCOMM and other

communicators, notably cabinet, regions and countries. • For each of these decisions and interfaces define a RACI (responsible, accountable, consulted and Informed) that clarifies

who does what. • Formalise the above in an ILO-wide communication policy.



Key recommendation 4a – Adopt one unified ILO calendar for coordinating internal and external engagements

Recommendation

There is currently no shared calendar of communication activity in common use across the ILO. A unified calendar would help: • Drive the communication process; • Bring in communication skills earlier in the process and allow DCOMM to provide improved guidance and support; • Improve impact; • Ensure alignment of messaging, including between external and internal communications. We recommend DCOMM to implement and be the custodian of such a calendar. It should be accessible and updatable from anywhere throughout the ILO but will give a ‘real time’ view of what is happening when. The calendar should be made a management tool via regular updates and be discussed by the SMT or an adhoc communication planning group.

Key actions

• Agree that communications planning and co-ordination be consolidated into a single communications planning calendar • Agree what the common communication activities that should be included are • Agree which activities will be managed by DCOMM and access permissions for different functions • Define spec for common IT platform with ITCOMM & Regions • Assess solution options • Recommend solution • Buy / Build test • Roll-out with training


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Key recommendation 4b – Develop a single process for core message development and maintenance.

Recommendation

We have received consistent feedback during our assessment on the lack of an official and easily accessible, understandable and current information on ILO’s activities and programmes. A specific need is around talking points so that any person speaking on behalf of the organisation could mobilise an ‘on message’ response at short notice. We recommend setting up a centrally managed ‘message bank’. This should establish a clear, coherent position and messaging about the ILO’s key ACI’s together with supporting materials that can be accessed by anyone. This ILO ‘message bank’ needs to be kept up-to-date, relevant and can be drawn on by anyone in the ILO to provide agreed lines to take on subject areas – as well as guidance on how to use the material. A platform for common access and ability to update should be agreed as part of intranet development plan . A process should be implemented to define the initial messages and ensure their currency on an ongoing basis. This process should involve the various task forces working on each ACI, representatives from each DDG, Cabinet and DCOMM.

Key actions

• Gather together all current material around each ACI • With the Task Teams, agree what the key messages are that should be and the relevant supporting ‘proof points’ and

collateral • Post on Intranet • Agree maintenance approach


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Key recommendation 4c – Increase responsiveness to issues through establishing a 'Rapid response team‘ & 'horizon scanning'

Recommendation

The ILO needs to consider an approach to deal with ‘reputational issues’ –its equivalent of a product recall. It needs to be clear about what type of issue or event could be considered as damaging to its standing in the media or with other external stakeholders. It should then detail a Rapid Response Mechanism in place for dealing with these in the future. DCOMM should take the lead in liaising with the Regional Offices to coordinate feedback about ILO policy impact in local media to DDG’s and ACI Task Teams. This will help identify how the ILO is perceived in the media worldwide, new trends, pick up on how reports are being used in the field as well as providing an early warning of upcoming issues that the ILO may need to respond to.

Key actions

Quick response team Bring together the group involved in the ILO’s recent and quick response to the Bangladesh garment factory collapse and

draw out lessons. Document and refine the process – including escalation clauses, criteria for assessing impact on reputation and other

scenarios Draft guidelines Test guidelines by carrying out a simulation exercise

Horizon scanning Define Monitoring process together with Regions Identify criteria for determining categories of issues and stage of development Capture in formal Issue Alert Decide frequency issues analysed & reported to SMT and Task Teams


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Key recommendation 4d –Adopt an integrated campaign planning approach for each ACI

Recommendation

Campaign planning is a way of ensuring communication plays an integral part in ensuring that the outcomes of each ACI are achieved. The advantages are as follows: • It employs a disciplined systematic and joined up approach to planning communication and engagement • It links the Policy areas all the way through to the Field Operations and delivery in country • Each ACI has a unique campaign plan with outcomes agreed at the outset includes target stakeholders, key messages, an

engagement approach, channels to be used and collateral required for effectively delivery • Tasks are allocated • Plan is pro-actively managed by DCOMM on behalf of each ACI Task Team • Communication calendar and central coordination across all plans allows effective message delivery

Key actions

Validate ‘campaign planning’ as a process for more effectively influencing of stakeholders Set up and chair a working group representing interested parties on defining a campaign planning approach (DCOMM,

DDG/P, Policy Leads, Task Team leads and Regional Leads) Adopt recommendations of advocacy approach and build into campaign planning approach Devise and develop paper as ‘straw-man’ to orientate the group toward the new way of thinking Expand and refine the paper in working group Consider piloting approach on one ACI Make recommendation to SMT


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Currently, the ILO’s communication capability is spread across the organisation and there is a need for better coordination

DG Office

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Management and reform

A complex model with a strong need for coordination

Policy Field Operations

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Organisational Communication (1)

Front Office (5)

Campaigns and Outreach (4)

News and Media (10)

Multimedia (5)

Publishing (5)

Digital communication (3)

ILO century project (3)

ITCOM

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Identified communication staff – adhoc, part time or full time

Section 4 - Proposals on communication structure

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A number of structural shortcomings exist that are not compensated for by adequate governance mechanisms

DG Office

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Campaigns and Outreach (4)

News and Media (10)

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ILO century project (3)

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ACTRAV

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Identified communication staff – part or full time

Employers and workers groups have different resources dedicated to communication

Regions and countries capabilities dedicated to communications are inconsistent in terms of level of resourcing and skill-sets

DCOMMis remote from the DG Office

DCOMM is primarily focused on the ‘doing’ as opposed to developing strategy , coordinating and equipping others to communicate

Only one person is in charge of institutional and internal communication

Areas of tension were identified with ITCOM on website activities Programmes do not

necessarily feel well equipped to communicate publications & reports

Programmes do not regularly coordinate their communication activities DCOMM only plays a role late in the day around Media and Press Releases

There is only limited alignment between communications at HQ, regional and national level

Several people are involved in communication in Cabinet, yet some gaps exists in planning and supporting the DG’s communication (e.g. speech writer)


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√ Strategically aligned √ Responsive to

constituents needs √ Coherent √ Capable

√ Western Media √ Initial foray into Digital

Media √ Key Events supported by a

strategy

Whilst the current communication operating model has delivered some results, our assessment shows the model needs a rethink

Problem statement: What are the structural options to consider when adapting the current structure to meet ILO’s

communications challenges?

• Building ILO reputation as an

influencer • Coordinating global

communication activity • Empowering staff & aligning

them with ILO strategy • Need to build communication

skill across ILO

?

Yesterday’s success Today’s challenges Tomorrow’s organisation

DG Office

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Communication (1)

Front Office (5)

Campaigns and

Outreach (4)

News and Media (10)

Multimedia (5)

Publishing (5)

Digital communication

(3) ILO century project (3)

ITCOM

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The reflection should start with the positioning of external and internal communication, which in our view should be grouped under the same accountability

Based on the above, we believe that internal and external communication should be grouped under the same department. Please note that this does not mean they should be performed by the same people

Observed practice in the marketplace:

• Research by Melcrum research shows that 45% of large organisations have a dedicated corporate communications department which houses both internal and external communications. Where this is not the case, internal communicaton reports:

• 22% ‘other functions’

• 17% sit within HR

• 6% within PR/Marketing.

• 5% with the CEO

• We observed a similar pattern of the internal communication function being part of the department of communication at 3 out 5 other UN agencies benchmarked. Where this was not the case, the internal communication function was part of the Director General office (UNDP) or did not exist (UN Women).

Specific needs to coordinate external and internal communication at the ILO:

• The need to unite staff around the ILO mandate.

• The feedback from staff that they lack information on what is happening within programmes or at local level.

• An overall approach on communication that should focus on equipping ILO management and staff to communicate.

• The reform programme being both a subject of interest to internal stakeholders but also to external stakeholders (e.g. constituents, donors).

• The content for internal and external overlap to a large extend


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Current capability

Importance for the future

The next step should be to clarify the role and function that the central communication function is expected to fulfil, irrespective of its reporting line

Based on our assessment of ILO’s situation and needs, we identified 4 key roles that the central communication should be performing for external and internal communication alike:

Strategising

• Strong understanding of ILO’s direction, goals and “road to impact”

• Identify ILO internal and external audiences and their needs

• Co-determine the ILO communication agenda with departments

Orchestrating

• Ability to instigate communication planning

• Maintain and manage the delivery of the overall communication plan

• Manage consistency and timing of communication (internal and external)

Centre of Excellence for capability building

• Facilitate knowledge sharing and training

• Provide communication guides

• Identify and harvest best practices & tools

• Ad-hoc coaching

Doing

Execution relating to:

• Global PR/press

• Digital media

• Publishing

• Intranet

• Newsletters

High Critical High Medium

Gaps Significant gaps Gaps

ILO needs to enhance strategic, planning and communication capability skills.

Gaps


Page 35

More important than a specific hierarchical reporting line is how the central communication function integrates with other areas that communicate

DCOMM

DG, SMT, DDGs

• Clearance of press releases • Input from constituents

ACTEMP ACTRAV

• Coordination of messaging • Sharing of best practice • Training & staff

development

Policy

• Publication scheduling • Development of key messages • Training & staff development

ITCOMM • Initiatives on training & staff

development • Coordination on internal

communication

Field operations

• Strategic Planning

• Development of key messages

• Clearance of press releases

HRD • Technical platform

development, maintenance and improvement

PARDEV

• Advocacy strategy

• Shared expertise in writing / publishing

Key governance mechanisms to consider:

• Clear roles and accountabilities • Integrated communication

strategy • Unified and open

communication calendar • Editorial Message Group and

central library or’ message bank’

• Communication governance group

• Rapid communication response team

• Communication clearance process

• Account managers within DCOMM

Refer to section 3 - key recommendation section for details on the above


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Report to DDG Field Operations & Partnerships

In this option, DCOMM reports to the DDG Field Operations. This offers a tighter connection with the other communicators across the network and positions DCOMM favourably to support advocacy with partners and donors.

Report to DDG Policy

In this option, DCOMM reports to the DDG Policy which bring strong alignment in campaign planning and setting of a outcome focused communication agenda.

Report to DDG Management & Reform

In this option, DCOMM reports to the DDG Management & Reform in order to facilitate its own reform and position the department as service provider to the rest of the organisation.

There are 4 basic options to determine future DCOMM reporting line

Report to Director General

In this option, DCOMM reports to Office of the DG in order to strengthen strategic alignment and manage political risk of communications.

Director General

Management & Reform

Policy Field

Operations

DCOMM

Director General

Management & Reform

Policy Field

Operations

DCOMM

Director General

Management & Reform

Policy Field

Operations

DCOMM

Director General

Management & Reform

Policy Field

Operations

DCOMM

A

B

C

D


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ILO Communication Review, May 2013

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