Communications Measurement At A Glance

Ruth Weal — Fri, 12 Aug 2011 11:00:51 +0000

This is an at a glance guide to cover the key elements you need to consider when planning your
communications measurement

Why Measure?

Measuring the effectiveness of communications is not always straightforward, but is a vital element of the communication process. There are many methods that can be employed. As a first step you should speak with a communications professional in your company to find out what is available to you.

What Can You Measure?

Awareness	Was the right message sent at the right time to the right people? Was the message relevant to the audience? Can the audience recall the messages in the communication? Did the audience understand the message and its implications? As a result of the communication are there any comments, concerns or questions?
Behaviour Change	What action did the audience take as a result of the message? What are people doing differently – more or less of? What made them change their behaviour? Is this a sustainable change in behaviour or just short term?
Cost Effectiveness	What was the cost of communicating? How much time was spent communicating/organising? What other costs were associated with communicating the message, e.g. venue, equipment, posters, etc.? What was the business benefit for this cost?

Which Measurement Method Should You Use?

Once you know what you need to measure, you need to think about what method of measurement you want to use. Here are some example methods that are regularly used by large corporate companies.

Measurement	Brief Description	How Would You Use It
Intranet Quick Poll	A quick survey, which consists of one multiple choice question. It sits on a specific web/intranet page giving instant feedback.	Gain instant feedback on a particular web/intranet page. Good for measuring what people think about a particular article. Often used by to find out how employees understand high level concepts such as company strategy.
Online Survey	An electronic survey form with approximately 20 questions that is sent out via email.	Gain in-depth feedback – after a conference or about a particular initiative. Questions can be multiple choice, true/false or open ended free form answers.
Visitor Statistics	Gives you figures for the number of visitors and/or visits to a particular web/intranet page.	You can see how many unique visitors and how many hits (where people have re-visited the page more than once). You can also see a range of other data depending upon the sophistication of the analytics software on the the website/intranet.
Focus Groups / Workshops	Face-to-Face meetings on particular topics with small group of people.	Provides qualitative rather than quantitative data. Particularly good for discussing and gathering feedback – in some instances can generate further solutions or identify new gaps in communication.
Phone Survey	Short phone survey with a random percentage of the employee population.	Instant feedback – during conversation you may identify further gaps – a good one to use when measuring the effectiveness of behavioural change.
Take Up on Call to Action	Quantitative results of action (e.g. number of people emailed who sign up for training).	This measures a specific action – e.g. how many people entered a competition. The measure of success is the percentage of the number of people communicated to who complete the required action.

Share Your Findings, Recommendations and Take Action!

If measurement is the last thing that people think about, sharing the results is what people almost always forget! If you’ve taken the time to measure your communications you should share the findings, make recommendations and take action!

Share your measurement feedback/findings with stakeholders and interested parties
Celebrate your successes
Identify need for follow up communications
Act on the feedback –are there improvements or changes needed?
Make improvements and change happen!
Take responsibility for developing and improving best practice
Look for further opportunities for engaging employees through success stories

Creating A Basic Internal Communications Strategy

Ruth Weal — Thu, 28 Jul 2011 11:00:43 +0000

This post outlines the basic elements needed to create an internal
communications strategy and why they are necessary. There are examples,
which relate to an audit strategy, i.e. where the communications process and framework is under review. These examples could easily be used as a high level outline, or be further developed into a detailed communications strategy by adding in audiences objectives, key messages and a high level timeline.

An internal communication strategy will normally cover a 12, 6 or possibly 3 month period. 3 and 6 month strategies tend to be for specific topics, such as contained projects, while 12 month strategies tend to be for a wider departmental/company messages and large scale change projects/programmes.

Objective/Goals

Every strategy should have a clear objective and/or several key goals that it wishes to achieve over the allotted time span of the strategy. The objective and goals provide the focus and backbone to the communication strategy. The objective and goals should all be SMART – Specific, Measurable, Articulate, Relevant and Time-bound.

Example Objective:

Our objective is to deliver an internal communications framework that provides clear, informative and engaging 2-way communications which are planned and effectively link together
the key messages.

Example Goals:

Simplify structure of internal communication plans, channels and messages
Ensure known communication events and tactics are captured and referenced in forward planning
Promote 2 way feedback with employees and regularly respond to feedback received, whilst tying in feedback with communication messaging where appropriate
Review and reduce current measurement indicators
Use agreed measurement indicators to measure success against strategy and further identify areas/channels of success and areas/channels in need of further attention
Use targeting of communications to relevant employees and embed targeting into the communication channel process

Communications Approach

The communication approach is the framework of how you will deliver your strategy. It provides the focus for where you will need to deliver your tactics to best advantage.

Example Communication Approach:

Our communications approach is focused on the improvement of our internal communication mechanisms – from strategy and planning, the channels we use, to the way in which we engage with and seek feedback from employees and ultimately the way we are measuring success, identifying issues and highlighting best practice. With this in mind there are some key elements that we need to address:

Simplification

We need to look at ways of simplifying the following elements of our communication process so that we have clarity and understanding of how internal communications is to be used and works and where responsibility lies. We will focus on improving the following areas:

Strategy
Tactical plan
Channels
Process/standards Key messages (from Strategy & Vision)
Communications consultancy/training for leadership team

Forward Planning

We need to become smarter at ensuring that known communications events and tactics are recorded into a pre-planned events calendar and tactical communications plan to allow more “joined up” communications and avoid communication clashes. We need to educate individuals to consult and update the events calendar and tactical plan on a regular basis. We will focus on improving the following areas:

Pre-planned events calendar
Tactical plan
Process/standards
Awareness training/communications with required individuals
Set deadlines for submissions
Allow for more “joined up” communications and communication campaigns (especially around strategy and key messages)

Engaging Employees

We need to promote greater 2-way feedback with employees to generate consistently positive engagement between management and employees. We need to actively respond to and communicate appropriately on feedback received. We need to encourage more bottom up communication and feedback, moving away from a purely “top down” approach. We need to generate more ‘honest’ reporting and feedback from employees – telling it like it is, rather than what they think management wants. We will focus on improving the following areas:

2-way feedback loop
Targeted communications
Responding and communicating appropriately to feedback
Moving away from a purely “top down” communications approach
Working with HR on combined communications and engagement activities

Targeted Communications

We need to reduce the amount of communications that employees receive and ensure that the communications individuals receive are relevant to them and received in a timely fashion. We will focus on improving the following areas:

Personalise communications
Targeted messaging
Cut back on “broad brush” communication messages
Ensuring communications have clear “call to action”

Effective & Relevant Measurement

We need to review the existing measurement indicators to ensure that they are providing relevant and useful data. Use key measurement indicators to determine any gaps and identify what is/isn’t working and examples of best practice. We will focus on the following areas:

Employee survey
Specific activity surveys
Where are the gaps
Determine what is/isn’t working, where and what are the blocks/barriers
What should we be capitalising on

Methodology

The methodology is the key communications principles and practice that the strategy will use to deliver its communication approach. Whilst it is not necessary to include a methodology in your strategy, it can be useful to ensure that the key communications principles and practice are understood and followed.

Example Methodology

Ensure all communications are crafted to meet at least 1 of the 7 internal comms drivers:
- Reward – How much I earn/financial bonus
- Recognition – Non-monetary, recognition by peers leaders and direct manager
- Opportunity – My opportunity for advancement / to experience different areas
- Process – The way in which I work /my level of autonomy / my workload
- Personal Pride – How I feel about the job I do / how my job makes me feel
- Product – What I work on / Whether I get a choice / My creative license
- Working Environment – My desk / building / facilities
Ensure we are using simplified and readily accessible communication submission processes and standards
Maximise message delivery through use of forward planning, ensuring messages are linked, do not contradict each other and avoid overloading of messages
Instigate a 2-way feedback loop tying together HR engagement activities and interactive communications channels
Work in partnership with the leadership team on vision and key messages

Communication Channels

There are a wide variety of communication channels that can be employed for internal communications. The channels available will vary from company to company. When selecting the channels for your strategy you should consider which are the most appropriate to meet your strategy objective and goals.

Example Communication Channels

We will employ both passive and interactive communication channels to deliver our communication tactics. NB these channels will also need to be evaluated for effectiveness and monitored should any changes be made.

Passive Channels:

Intranet news
TV
Wiki
Notice boards
Posters
Email
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