CONTENTS -- Acknowledgements -- Introduction -- Conversation 1: Sir Robert Worcester, pioneer of employee research -- PART 1: Measurement -- 01. Defining your objectives -- Case study 1: BP Lubricants -- Case study 2: Virgin Atlantic -- Research from your desk -- 02. Involving and communicating with employees -- Case study 3: State of Georgia Government, USA -- 03. Data or discussion? -- Web surveys -- Paper-based postal or group self-completion surveys -- Face-to-face interviews -- Telephone -- Combining methodologies -- Conversation 2: Marc Wright, chairman, simply-communicate -- 04. Qualitative techniques and methods -- Case study 4: Tetra Pak -- How many groups/interviews are needed? -- Selecting the participants -- Organizing a suitable location -- Developing a topic guide -- Facilitating a meeting -- Projective techniques and exercises -- Interpreting and presenting the feedback -- 05. Lies, damned lies and statistics -- Range of statistical tools -- Statistical reliability -- Valid samples -- Conversation 3: Sandra Macleod, group CEO, Echo Research -- 06. Questionnaire development and design -- Conversation 4: Peter Hutton, founder of BrandEnergy Research -- 07. Maximizing response rates -- Case study 5: International Transport Workers' Federation -- Other tips to stimulate response rates -- PART 2: Strategy -- 08. Burning issues for your research to cover -- Engagement -- Case study 6: EDF Energy -- Communication -- Change -- 09. Emerging issues -- Trust -- Relationships -- Innovation -- Case study 7: Can innovation be measured? -- Culture -- Values -- Customer service -- Reputation and brand image -- Sustainability and corporate social responsibility -- Mergers and acquisitions -- Conversation 5: Jenny Davenport, director, People in Business -- 10. Understanding, interpreting and getting the most from your data -- Trends over time.

Perspective -- Understanding your audience -- Case study 8: The Civil Service in the UK -- Finding the keys -- Issues insights -- Research models -- What they say… -- Interpretation -- 11. Turning the results into the organizational story -- Content -- Approach -- Surprise -- Case study 9: BBC -- 12. An international perspective -- China -- India -- Brazil -- Russia -- Nigeria -- Conversation 6: Barbara Gibson, intercultural communication consultant -- 13. Making the business case -- Case study 10: Rentokil Initial -- Extensive research links with the business -- Organizational metrics -- Identify specific measures -- Conversation 7: Angela Sinickas, president of Sinickas Communications -- PART 3: Implementation -- 14. Lights… Sound… Action! -- 15. The six key stages -- Planning from the start -- Conversation 8: Kevin Murray, chairman of the Good Relations Group -- 16. Putting the action plan in place -- What are the areas for action focus? -- 17. Who is responsible for taking action? -- Who is driving the overall action plan forward? -- CEO and senior management team -- Division/location/country role -- Function and departmental role -- The line manager's role -- Who will be involved? -- Where is the support and advice? -- 18. Translating action points into action implementation -- 19. Keeping the research alive and well -- Case study 11: Aon -- Communicate, communicate, communicate -- 20. What does the future hold? -- Stephen Welch, Hay Group -- Patrick Kulesa, Towers Watson -- Simon Barrow, People in Business -- Mark Weiner, Prime Research -- Lou Williams, Lou Williams Companies -- Angela Baron, CIPD -- Nita Clarke, IPA and Engage for Success -- Case study 12: John Lewis Partnership -- Appendix -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- X -- Z.