Sitting down to do a budget that's going to have to last a year can feel overwhelming. After all, what if you get it wrong and run out of time and money? Who can see eight months ahead with any kind of accuracy? And where do you start, anyway?
You can't create a reliable budget without a reliable communication plan. Don't let anyone push you into just providing off-the-cuff estimates. "They" will end up sticking you with the preliminary numbers you provided, which will inevitably be lower than what's needed. (I learned that one the hard way with a six-figure budget!)
Here are some tips that should help. They are evidence- and reality-based. Choose the ones that apply to your organizational situation and adapt them.
First: Plan how to get a good budget. Make this a mini project, in and of itself. It can take up to three weeks. If you are hiring consultants, this should be their first assignment. Sketch out what may happen over the year--don't think about costs yet.
Don't know how to do a preliminary plan? Itemize the main events and list the high-level communication steps you would take for each event. Work backwards from the key project outcomes -- for example, if you are introducing a new pay program, start by identifying the materials to be used at the announcement. Next, outline the communication events that would need to happen after the announcement. Then it's finally time to turn back to list the preliminary, preparatory steps up to the announcement: focus groups, interviews, manager briefings, executive approvals and so on. (It's important to do these last since you can't be accurate about the building blocks for your final products until you understand them.)
Now you have a sense of scope. The next thing you need to do is estimate the time involved for you and others.
Second: Do a reality check. It's great that you have the beginnings of a plan worked out, but can it really be pulled off? To find out, check the amount of time that you (and others) will need to commit to the project as described. Each piece of writing takes at least three drafts before it is finalized, so sketch out the hours it would take to complete the materials listed in your plan.
Most projects of this type involve a team, so do the same for the team members. It doesn't need to be exact yet, just ballpark it. For instance, if you are not going to hire a communications consultant, who is going to create the drafts and how easy will it be to pull that individual away from other work. How will the dual responsibilities affect their time commitment?
Then consider how other departments or suppliers will help. If you are going to add materials to your intranet, who in Tech will need to be involved, and how long will s/he need to complete the work? Will you need a graphic design? What about an explanatory video?
Put all the information that you've pulled together away for the weekend. On Monday take a look again with fresh eyes. Still think it will all be needed? Can the company afford the investment of time and resources? Would the executive team approve your approach if you were asked to present it to them? If the answers are yes, now and only now, does it make sense to put costs down.
Third: Talk it over with your sponsor. All communication projects need an executive sponsor. Hopefully, you've been talking things over with yours by this step in the process. If not, don't wait any longer. Schedule a chat while you are in the midst of developing preliminary numbers. When you meet with your sponsor, make sure it is clear that you are asking for her/his input (rather than giving them a pinned down plan or budget). A frank, open discussion will make it possible to determine the steps to take for final approval.
Margaret O'Hanlon brings deep expertise to discussions on employee pay, performance management, career development and communications at the Café. Her firm, re:Think Consulting, provides market pay information and designs base salary structures, incentive plans, career paths and their implementation plans. Earlier, she was a Principal at Willis Towers Watson. A former Board member for the Bay Area Compensation Association (BACA), Margaret coauthored the popular eBook, Everything You Do (in Compensation) Is Communications, a toolkit that all practitioners can find at everythingiscommunication.com.
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