The PMA is a UK provider of leadership, management and practice management training all recognised by ILM and other ILM qualifications. PMA offers an education and workshop training programme focussed on Excellence in Practice Management.
Why a Communication Plan?
Employee engagement and satisfaction surveys consistently report that poor communications can be a leading cause of employee disenchantment. The lack of quality communication is so often the reason for project failure. Delivering training programmes which are a key component of organisational change or improvement initiatives, so getting our communications right ensure delivery is maintained at the highest level.
PMA programmes will involve multiple stakeholders over a considerable period of time. People who need to be involved may span departments, buildings, locations across the UK. The duration of PMA programmes can be weeks, months or even years. Planning for the what, where, who, when and why within our communications achieves two key objectives:
- Keeping all the relevant people informed at appropriate times of the key information that they will use to further the aims of the program, and;
- Keeping all people onside by conveying that they are always considered.
It’s also important for PMA to consider the customer or client. An all too common example of communications neglect occurs when employees are invited to a training program without a prior discussion about why their attendance is required. In these cases, neither the employee’s manager nor the trainer nor anyone else engages the employee in a dialogue about the upcoming program. The employee turns up to the session already frustrated and disenchanted. This is a sure-fire way to guarantee the program’s failure.
Consequently, onboarding of delegates is part of the introduction to the PMA.
The Practice Managers Association (PMA) approach to creating high impact training programs highlights a number of communications that need to be disseminated throughout the life of the programme to staff, employees, trainers and facilitators, this includes:
- Changes in policies, processes and procedures and the location of the relevant documents
- New & modified employee’ roles and responsibilities and the location of relevant documents
- Training course objectives and schedule
- Expected organisational outcomes and performance targets
- Formal and informal performance feedback
The PMA Programme Coordinator will organise communications so that all relevant information is disseminated from a central point. The PMA Communications Plan considers all stakeholders and their communication requirements. This includes:
- Instructional course designers
- Trainers and Facilitators
- Delegate and Training participants
- Administration staff
- External vendors and consultants
- Program sponsors, CCGs, LMCs, Health Boards etc etc
- The PMA executive
Each stakeholder will be provided with relevant information communicated via various methods and captured within the PMA CRM system. The communications methods may include:
- SMS (Short Message Service)
- MMS (Multimedia Messaging Service) ➢ Intranet
- Web conference
- Face-to-face meeting
- Bulletin boards
The communications approach depends upon the best option for that stakeholder.
Different stakeholders require different information at different times or in different phases of the programme. Some stakeholders will require information at the beginning or at the end of a project phase. Others may require regular updates; weekly or monthly or quarterly.
The success of all PMA programmes depend on the support and actions from a number of key stakeholder groups. The plan is kept up to date by getting the project team members involved in regular reviews, as such the The Communications Plan is reviewed continually…
|Name||Email address||Phone number||Mobile number|
|01606 44945||07880 788985|
|Date||Summary of changes made||Changes made by (Name)|
|10th June 2016||Communications Plan created||Ian Jones & Cathryn Lyon|
|5th October 2017||Updated||Ian Jones|