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support the transportations EOC transformation efforts. Specific committees and meet-
ings of transportation General Managers, Board Members, and HR Leaders should allo-
cate time for the EOC Awareness and Collaboration Campaigns. During these meet-
ings, specific roles and responsibilities should be discussed on what and how they can
contribute to the overall success of the industry evolving to an Employer of Choice.
Exhibits B and C contain sample Year-1 communications plans for industry and
agency, respectively.
After the first year, when the EOC Awareness Campaign is complete, the industry
and individual agencies should perform a "year in review" by evaluating and trending
feedback, measuring effectiveness, and assessing impact of the communications against
stated objectives. At an industry level, the next step begins the Collaboration Cam-
paign, where transportation agencies work together to address specific EOC issues and
solutions. An organized effort to actively capture and share EOC experiences is devel-
oped and maintained at the transportation agency and industry levels. Communities of
transportation constituents begin to focus on the codification of the EOC experiences
into Transportation Industry Best Practices that become the basis for the ongoing Com-
munications and Implementation Plan.
MEASURING EFFECTIVENESS OF INITIAL
COMMUNICATIONS
The measure of effectiveness will depend on the communication objective. In the
initial EOC Awareness Campaign, the objective will be awareness. As the Industry
embraces EOC issues and the agency pursues its EOC journey, the objective will shift
away from awareness to measuring impact and outcomes.
For agencies where measuring progress in the EOC journey will take on a critical
roll, the Toolkit offers more details in developing EOC metrics and linkage to the strat-
egy and action plans in Section II, "Building Your Agency's Employer of Choice Strat-
egy." In this section, an agency will find instructions for developing a process and
examples of metrics to monitor its journey. The researchers recommend that an EOC
Scorecard be developed by each individual agency that includes metrics that track the
overall success of the communications program. An action item for the Communica-
tions Strategy and Implementation Plan then becomes the need to report the status and
trends as measured by the EOC Scorecard. At an industry level, a handful of critical
metrics--those that are being used by individual agencies--could be identified,
adopted, and aggregated to form a modified Industry EOC scorecard.
The Communications Strategy and Implementation Plan outlines many different
events targeting various stakeholders. Progress against measures is reviewed regularly
with each measure being considered based on its individual merit as well as how it fits
into the larger set of measures. Data are collected over time and trending is used to find
patterns of performance and opportunity. Each communications event should carefully
detail the distribution list, means or type of communication channel (e.g., presentation,
town hall, email), and timing. In addition, the targeted audience should be asked for
feedback regarding the communication in order to guide future improvements. Creat-
ing a continuous improvement process for communications and implementation of the
Toolkit will strengthen the success of the transportation agency and industry toward
evolving to an EOC.
Some initial measures to determine the transportation agencies success in imple-
menting the Toolkit may include the following:
· Number of employees targeted in the EOC Awareness Campaign as a percent of
total employees.
