Why, When and How?

Internal Communication Measurement -

Satisfaction and involvement surveys are typically carried out annually and will carry added questions to supply some insights into the effectiveness.

Prior to a particular communications campaign. To be able to best comprehend the impact of communications, it is essential to quantify (awareness, attitudes, knowledge etc) before an effort.

Following a substantial communication or effort. It is important to gauge impact and the effectiveness of initiatives and major communications systems. This permits you to tailor inner communications to ensure they are powerful and delivering quantifiable business value.

At periods to track attitudes. Regular measurement helps communicators to gauge the ever transferring attitudes and feelings within an organization also to tailor messages to ensure they're appropriate to their audiences.

Temperature checks and beat checks during and after specific occasions provide an understanding to the issues and challenges an organization faces and also to gather feedback on particular issues.

At periods to benchmark and course against KPI's. Measuring frequently against benchmarks and monitoring trends over time provide an early warning of issues which could go undetected until they've escalated further.

What to Measure?

Discovering which areas of communication to quantify is determined by the organization's particular company and communication goals. A few examples of useful communications measurements comprise:

Baseline communicating measurements before communication can measure; existing knowledge, attitudes and behaviors of workers, as well as determining the existing advice available, how easy it really is to find, the present communications stations available and to identify other factors affecting attitudes and behaviours.

Practical communication measurements

Following a communication or campaign, functional areas of communication ought Performance review Coaching to be measured. Comparisons to the baselines measurements are not useless. Added measures can comprise; the amount as well as kinds of messages sent, timing of messages, message cut-through / reach, channel effectiveness and allure, audience satisfaction with content (kinds, volume etc).

What to Quantify - Measuring Impact

Measuring of the impact communication is a critical measure and measures can comprise:

Audience perception measurements including variables such as; forms and % of messages received, communications recalled. Were messages seen as consistent important and credible? Were the messages comprehended? How well do employees feel they're being supported? Do employees understand precisely what has to take place as an effect of the communication(s)?

Change in Behaviour

Most internal communication's objective is to improve employees' attitudes and behaviors. So it is valuable to identify and measure factors such as; What altered? What's now distinct?

Impact on business goals / Outcomes

Internal Communicators should be enabled by communicating measurement to quantify the effect of communications on company aims.

The quantity of workers who signed up for share scheme (following its promotion)

The shift in attitudes regarding customer service and the projected effect of increased customer retention

The quantity of usable ideas submitted via an employee suggestion initiative (and the financial worth of these suggestions)

Isolating the effect of communication

Communication does not really happen in a vacuum plus it can occasionally be difficult to isolate the effect of communication versus other factors (incentive schemes, new product starts, factors external to the organization etc). Potential options comprise:

Communications control groups (not communicating them about a particular initiative or goal, and isolating a group, like one distant place, then looking at how their activities and groups has been communicated with by you differ)

Assessing the change in behavior with respect to a small business goal that was communicated well, versus a business goal with no communication or little

Estimate the % influence of communications versus other factors that are affecting.

Computing the financial value of communication

Computations of the fiscal value of communication will, at best, be estimates. Still, it's still an important part of communicating measurement as it begins a conversation with senior managers as well and will attest the tremendous worth of internal communication that is successful.

Think about the impact of a crisis communication response that is inner that is effective. A comparison might be produced against a scenario (internally or within the same organization) which wasn't handled as well, and quantifiable value credited to variables such as:

Volume of customers retained

Retention of great staff who might have left

Tools to aid the Measurement of Internal Communication comprise:

Desktop Computer surveys and quizzes. Aside from paper based surveys or in depth on-line, popup desktop surveys and quizzes can offer benchmarking capability and added measurement through the year.

Incentives. Staff cans support to take part in a quiz or survey.

Qualitative Communication Measurement

Qualitative techniques can comprise:

Free form answers in surveys.



Focus groups

Discussion forums. Although face to face interviews and focus groups tend to be the smartest choice for qualitative communication measurement, inner social media may be a useful add-on or substitute. Set worker discussion forums up to investigate particular problems. Screen comments made in discussion forums to collect qualitative measures of how workers are thinking feeling and acting

Preventing Survey Bias

Avoiding non- self select prejudice or response. When surveys rely on workers to choose in or 'self select', you might mainly hear from individuals or the squeaky wheels with the agenda prompting them to participate. A desktop computer survey tool can provide random sampling, return and escalation options to help ensure that representative inner communications measurement data is collected from throughout the business.

Control groups. Identify survey answers from control groups and therefore to compare and measure the impact of internal communications efforts.

For many types of questions, e.g. "Where did you hear about XXX from?" or "What factors affected your choice" providing single answer alternatives can skew results. In such cases, provide multi-select answer options.

Comparisons. Gauge the impact of communications on individuals who viewed a special communications against those who didn't.

Time's impact . Remember rates will fall over time, therefore if communication campaigns are to be compared with one another, communications measurement needs to be completed at the exact same time interval after each effort. Ensure that communications measurement is carried out at a regular time after every campaign.

Supplying circumstance for survey or a quiz. Context must be given to get a quiz or survey. As an example, a merchandise knowledge quiz without context can cause employees to be worried about the purpose of the quiz and possibly work more difficult to ensure they give you the correct answers. Yet the same quiz with an explanation "the point of this quiz if to see how nicely the communications team are doing, hence please be as honest as potential" is much more likely to provide an accurate measure of communication effectiveness.

Encouraging Survey Participation

Promoting the survey to encourage engagement. The more statistically precise and related the results will probably be, the higher survey contribution rates really are. Use innovative internal communications channels for example; desktop alerts, scrolling desktop feeds, screensaver messaging and user generated staff magazines encourage contribution and to increase the profile of surveys.

Conveying survey findings and activities being taken. When employees think the outputs from staff surveys will be constructively used, they are more likely to participate. Thus, ensure that survey outcome and the resulting activities being taken are well communicated to staff. Articles, newsfeeds and screensaver messages in the staff magazines are fantastic ways get messages across without their becoming entombed in email in-boxes.

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