Group people by the work affected

Useful segments describe a task, a point in the workflow, or a practical difference in access to the message. In this example, the question is whether someone records project decisions, receives a shift handoff, or helps a team apply the process.

Do not define segments by protected traits or infer personal characteristics. Keep each group tied to a communication need that can be explained and checked.

Worked segment matrix

Sample groups for the Northstar Services collaboration-process announcement.

Worked segment matrix
Segment Affected task Access consideration Message emphasis
Office-based project teams Document a decision and find the latest project record. Can use the project workspace during normal desk-based work. Where to record the decision and how to identify the current version.
Shift-based operations teams Receive or pass on a work handoff. May not be at a desk or available for a scheduled meeting. What to include in the handoff and where to find the written instruction.
Team leads Help a team adopt the process and surface questions. Need a concise explanation they can use in team discussions. What changes, when the process applies, and how to raise a question.

Keep segments useful

A segment is helpful only when it changes what someone needs to receive or do.

What if someone fits more than one segment?

Keep the relevant task needs visible. Where practical, provide one clear message that covers both tasks rather than sending duplicate announcements. Check that the person can still find the instructions for each affected task.

How much segmentation is enough?

Use the fewest groups that reflect meaningful differences in work or channel access. If two groups need the same action, wording, and route, combine them unless a process owner can explain a concrete reason to keep them separate.

What should not define a segment?

Do not use protected traits or assumptions about an individual. Base the plan on the work affected and on confirmed, relevant access needs.