Professional Communication Management Training Course

Participants can segment stakeholders and identify their communication needs, influence and likely concerns.

• Stakeholder mapping using influence-interest grids and relationship prioritisation
• Audience segmentation by role, knowledge, attitude, behaviour and information needs
• Persona profiles built from evidence, assumptions, motivations and barriers
• Power-interest analysis identifies supporters, blockers, decision-makers and affected groups
• Listening methods: surveys, interviews, social monitoring and frontline feedback
• Stakeholder journey mapping identifies communication moments, questions and channel preferences

Participants can build an evidence-based communication plan for a defined organisational objective.

• RACE planning: research, action, communication and evaluation stages
• Situation analysis separates facts, perceptions, risks, opportunities and information gaps
• Communication objectives specify audience change, timeframe and measurable intended response
• Strategy statements connect organisational intent, audience insight and communication approach
• Channel plans sequence messages, owners, dates, dependencies and approval gates
• Risk registers identify communication failures, triggers, controls and escalation actions

Participants can create clear, credible messages tailored to stakeholder needs and communication formats.

• Message architecture defines core narrative, supporting points, evidence and calls-to-action
• Audience-first writing leads with relevance, impact and required action
• Pyramid principle structures executive messages from conclusion to supporting evidence
• Plain language techniques remove jargon, ambiguity, passive voice and unnecessary detail
• Tone-of-voice guidance balances authority, empathy, precision and organisational character
• Message testing checks clarity, credibility, relevance, recall and potential misinterpretation

Participants can select channels and coordinate content through an integrated editorial plan.

• PESO model categorises paid, earned, shared and owned communication channels
• Channel selection weighs audience access, urgency, sensitivity, cost and interaction
• Editorial calendars coordinate campaigns, announcements, content themes and publication milestones
• Content repurposing adapts core messages without losing meaning or consistency
• Accessibility checks cover readable structure, descriptive links, captions and inclusive language
• Channel governance sets publishing permissions, moderation rules and archival requirements

Participants can plan employee communications that support informed change and sustained engagement.

• ADKAR communication needs: awareness, desire, knowledge, ability and reinforcement
• Change narratives explain rationale, impacts, choices, timing and leadership commitments
• Manager cascade packs provide messages, briefing notes, FAQs and feedback routes
• Employee listening loops capture questions, sentiment, confusion and local implementation issues
• Town halls, intranets and team meetings serve different communication purposes
• Communication cadence aligns leadership updates with change milestones and decision dates

Participants can prepare media materials and manage external enquiries through controlled response processes.

• Media lists prioritise journalists by beat, audience, influence and relevance
• Press releases apply news value, inverted-pyramid structure, quotes and factual attribution
• Media enquiry logs record questions, deadlines, owners, approvals and final responses
• Spokesperson briefing packs include key messages, evidence, questions and red lines
• Bridging techniques return interviews from difficult questions to approved messages
• Background, on-record and off-record terms require clear mutual agreement

Participants can prepare initial communication responses for issues, incidents and reputational threats.

• Issue scanning identifies emerging concerns, weak signals, stakeholders and escalation thresholds
• Crisis communication principles prioritise safety, facts, empathy, action and updates
• Holding statements acknowledge incidents while verified facts remain under investigation
• Response matrices assign audiences, messages, channels, spokespeople and approval authority
• Dark sites and pre-approved templates reduce publication delays during incidents
• Post-incident reviews document decisions, feedback, outcomes and corrective communication actions

Participants can measure communication activity, assess outcomes and report findings to decision-makers.

• AMEC Integrated Evaluation Framework links inputs, outputs, outcomes and organisational impact
• KPIs distinguish reach, engagement, comprehension, sentiment, behaviour and reputation
• Baseline measures establish comparison points before campaigns, change programmes or announcements
• Dashboard design presents trends, exceptions, insights, decisions and recommended actions
• Qualitative feedback explains performance patterns not visible in channel analytics
• After-action reviews compare intended outcomes, actual results, lessons and next steps

Participants can establish practical communication controls and apply course methods to a current priority.

• Editorial governance defines standards, approval thresholds, version control and records
• Communication policies address confidentiality, disclosure, accessibility and social media conduct
• Brand consistency checks cover terminology, visual identity, claims and message alignment
• Escalation protocols define triggers, decision-makers, response deadlines and notification routes
• Supplier briefs specify objectives, deliverables, audiences, timings, budgets and evaluation criteria
• Ninety-day application plans schedule priority actions, owners, measures and review points

You should have experience contributing to workplace communications, such as employee updates, customer notices, campaign content or project messages. No formal public relations qualification, media background or specialist digital production skill is required.

Bring an anonymised communication brief, stakeholder challenge, change initiative or current campaign if possible. This gives you material for applying the planning tools, although course cases are provided for participants without a live example.

It is designed for communications, public relations, corporate affairs, internal communications and marketing communications professionals at intermediate level. It also suits managers who coordinate stakeholder communications as part of programme, service or change responsibilities.

The course concentrates on managing professional communications across stakeholder groups, including employees, leaders, media, customers and external partners. It addresses governance, message approval, issues response and communication measurement rather than advertising execution or platform-specific content production.

Participants can use the templates for communication briefs, stakeholder maps, message matrices, editorial calendars and measurement reporting immediately. The methods are suitable for planned announcements, change programmes, service updates, media enquiries and emerging issues.

The programme provides approximately 32.5 contact hours, normally from 08:30 to 16:30 each day. Time is distributed across ten connected modules, with instructor input, case work, group exercises, simulations and application planning throughout.