What are your organization’s gaps in producing and publishing continuously to meet audience needs? Take these assessments to find out.
Staffing and workflowSubscribe to Updates Most of us work in environments of shrinking budgets and rising digital expectations, when the inefficiencies that we might have tolerated in previous eras are no longer sustainable. We can’t afford to be covering the wrong things or doing it in formats that aren’t all that useful to our audiences. So we need to work on our batting average: If 20% of our staff’s effort is responsible for 80% of our performance, how can we learn from what’s working best and use that knowledge to change the rest of what we do? It starts with studying people, both inside and outside of our organization in search of answers to the following questions: What work are we doing, how are we doing it and how is it being received by the people we aim to serve?
Big Picture A primer on staffing and workflow
Most of the important things we can do to improve audience, revenue, and mission performance revolve around the daily work of the staff, which is a newsroom’s greatest resource: What should we do? Who should do it? When should we do it? And how should we do it?
Plan Strategic considerations around staffing and workflow
This case study offers useful insights on how staffing and workflow changes played out in the newsroom of a metro daily newspaper, including how the paper commissioned teams of front-line employees to develop its reorganization plan.
Quartz, the business news website, pioneered the term “obsession” to describe coverage areas that are impermanent and transcend traditional beat structure. A number of legacy newsrooms have taken inspiration from the concept in their beat reorganizations.
Do Tactics to improve staffing and workflow
Here’s an idea to steal and adapt: Carolina Public Press, a nonprofit investigative news outlet in North Carolina, created a spreadsheet to “score” each of its news stories for reach and impact — giving it the data and insight needed to improve its reporting, identify skill and capability gaps, and help its reporting reach more people and make a bigger difference.
Here’s an idea to steal and adapt: Use annual events to experiment with storytelling approaches, form audience/content teams, and stretch resources.
Here’s an idea to steal and adapt: The Milwaukee Journal Sentinel created — and continually updates — a list of newsroom activities that don’t contribute to its audience-centric strategy in an effort to find time and resources to devote to more meaningful tasks.
Here’s an idea to steal and adapt: The Bay Area News Group had moved to a digital first publishing platform but quickly realized some writers and editors were finding an audience for their content better than others. They realized they needed to get everyone on the same page — with a suite of digital content guides.
The NPR training team has produced this handy set of tips on how to use digital analytics to inform editorial decision-making, which you can share or adapt for your newsroom.
Many news organizations are using Slack, a popular team-based communication tool that combines the best of email and chat, to improve communication and collaboration. This primer was used as part of the Slack rollout out at one news organization.
Some ideas from leading digital publishers on using Slack to help foster efficient communication and manage aspects of newsroom workflow.
Ten tips from a leading search publication on how to write headlines that help attract audiences to the journalism you’ve worked so hard to create.
Match deadlines to audience windows, change shifts, and modify key editorial meetings in terms of timing, purpose and participation.
Use these steps to create – then execute – a roadmap by which to arrive at a true digital first workflow within a reasonable time frame.
Two essential tools are key to digital transformation: a universal budget and a communications app for messaging, coordination and file access. In addition, a key role (for an individual or team) is the ‘tool master’ who continually identifies tools that work.