Objective
The target audience of this communication plan is bank employees and customers. This includes employees ranking from highest level of management down to the low ranked employees These “low ranked “ employees are very important because they are often the first contact that customers have with the bank.
Good communications among all stakeholders is key for the success of a project. It’s important to ensure your project team develops a communication plan so that lack of communication does not derail your goals. Use this project communications planning template to identify the stakeholders and audience you need to communicate with, the method of the communication, the frequency and the individuals responsible for executing the plan
Duration
1st Quarter: Starts at beginning of the fiscal year begin conducting surveys to assess current conditions and opinions of the customer. Begin training employees on communication plan.
2nd Quarter: continued training and begin monitoring and evaluating employess for effectiveness of changes and new procedures
3rd Quarter: Reassess
4th Quarter: Re interview customers and compare findings from previous year. Provide a formal report to employees for them to review growth
Contents
Employees * Conduct a research –communication audit. Evaluate current communications * Find out what every staff person is doing in the way of communication, what each communication activity is designed to achieve * Analyze what is currently working and what is not working * Employee/ management brainstorm session * Train employees on how to provide excellent customer service to the customer * Reward employees for providingexcellent service as an incentive
Communications methods and technologies
Many times, the methods and technologies used to communicate are just as important of a consideration as the information being communicated. Imagine a large project with many stakeholders who all have different technological capabilities. Some may have access to a share drive while others do not. Some may have access to video teleconferencing and others only have telephone and email capabilities. In order to be effective, project information must be communicated to everyone involved by some method using available technology. Determining communication methods and what technologies are available should be part of determining stakeholder communication requirements
The project team will determine, in accordance with Bank organizational policy, the communication methods and technologies based on several factors to include: stakeholder communication requirements, avalaible technologies (internal and external), and organizational policies and standards
For stakeholders who do not have the ability to access SharePoint, a web site will also be established for the project. Access to the website will be controlled with a username and password. Any stakeholders identified who are not able to access SharePoint will be issued a unique username and password in order to access the web site. The project manager is responsible for ensuring all project communications and documentation are copied to the web site and that the content mirrors what is contained on the SharePoint platform
All project communication and documentation, in addition to being maintained on the SharePoint platform and project website, will be archived on the internal Bank shared drive which resides in the PMO program directory. Organizational naming conventions for files and folder will be applied to all archived work
Evaluation
A successful training program is always a work in progress, and the training cycle isn’t complete without an evaluation of training’s effectiveness, which leads to decision-making and planning for future training.
Ideally, trainers will include reaction surveys as the final section of training sessions and will insist on 100 percent participation. Make surveys easy to fill out by following these guidelines: * Use a numbered rating system, i.e. 1 to 5, with 1 being the low end of satisfaction and 5 being the high end. * Use close-ended questions, such as those requiring the numbered assessment mentioned above to assess trainees’ impressions of the overall success of the session. * Use open-ended yet directed questions that require more than a Yes or No answer along with space for trainees to write their comments in order to get detailed feedback on specific things that worked or didn’t work. * Include space for undirected questions or comments on topics that trainees want to address
Follow these tips when obtaining feedback on trainees’ reactions: * Observe trainees during the session for your own perception of their reception. * Get trainee feedback in writing immediately following the session. * Use measurable and meaningful terms. * Use uniform feedback forms so results can be quantified and tabulated for the whole group.
Here are several methodologies for evaluation as well as practical ways to retrieve good results.
To begin with, what should you be looking for in your evaluations? * Was training delivered as planned, on time and to the appointed audience? * Which training methods worked with which topics and which audience groups? * Which methods did not with which topics or audiences? * What specific problems occurred? * How effective was the trainer at engaging the audience and conveying information? * How did the training affect employee performance? * Did the training satisfy regulatory and legal requirements? * Were all stated goals reached? If not, why not?

Evaluation of Goals
Observe evaluate monitor employees to track the progress, success, failures.
Re-survey customers to measure improvement and satisfaction levels.
Other Evaluation Methods
Some other evaluation methods include first-hand observation and production data analysis. You can use observation both in the classroom to monitor trainees as they practice new skills and later on the job to see how they’re incorporating training into their performance. Your goal is to see how well the trainee learned the skill. You can develop a rating scale or simply make comments.
Use production data analysis by keeping track of production quotas and other data before and after training. Compare the results to see measurable ways training improved job performance. Make sure you take into account variables other than training that could have affected performance when you look at these numbers.