Why, When and How?
When Should We Measure Communications?
Yearly in depth surveys. Satisfaction and participation surveys are usually carried out per annum and will carry added questions to provide some insights to the effectiveness of communications.
Prior to some specific communications effort. In order to best comprehend the effect of communications, it is vital to quantify (awareness, approaches, knowledge etc) before an effort.
After effort or an important communication. It is necessary to measure impact and the effectiveness of major communications systems and initiatives. This allows communications that are internal to be tailored by you to ensure they are successful and delivering quantifiable business value.
At times to track attitudes. Routine measurement helps communicators to gauge the ever shifting attitudes and feelings inside an organization also to tailor messages to make sure they're suitable to their crowds.
Beat checks and to gather feedback on issues that are specific and also temperature checks during and after particular events offer an insight to the issues and challenges an organization faces.
At intervals to benchmark and track against KPI's. Measuring regularly against benchmarks and tracking trends over time provide an early warning of issues which could go undetected until they have escalated farther.
What things to Measure?
Determining which facets of communication to quantify depends on the specific company and communication goals of the organization. Several examples of communications measurements that are helpful comprise:
Baseline communicating measurements to identify other factors influencing attitudes and behaviors also before communication can measure; existing knowledge, attitudes and behaviors of employees, in addition to ascertaining the existing information available, how simple it is to find, the present communications channels accessible.
Communicating measurements that are functional
Following a communication or campaign, practical areas of communication needs to be measured. Comparisons to the baselines measurements are useful. Added measures can contain; types and the amount of messages sent, time leadership coaching of messages, message cut-through / reach, channel attractiveness and effectiveness, crowd satisfaction with content (sorts, volume etc).
What things to Quantify - Measuring Impact
Measuring of the impact communication is a critical step and measures can contain:
Audience perception measurements including variables such as; types and % of messages received, communications recalled. Were messages seen as credible, consistent and relevant? Were the messages understood? How well do employees feel they're being supported? Do employees understand exactly what has to occur as an effect of the communication(s)?
Change in Behavior
The goal of most internal communicating would be to improve the attitudes and behaviours of workers. Therefore, it is valuable to identify and measure factors such as; What altered? Was there more or less of a behaviour? What is now different?
Impact on company goals / Outcomes
Internal Communicators should be enabled by communication measurement to quantify the impact of communications on company goals.
The quantity of workers who signed up for share scheme (following its promotion)
The shift in approaches affecting customer service and also the planned impact of increased customer retention
The number of usable ideas submitted via an employee proposition initiative (and the fiscal worth of the suggestions)
Isolating the impact of communicating
It can occasionally be difficult to isolate the impact of communicating versus other variables and communication doesn't happen in a vacuum (incentive schemes, new product starts, variables external to the business and so on). Potential solutions include:
Communications control groups (not communicating them about aim or a particular initiative, and isolating a group, such as one distant place, then looking at how their activities differ from groups has been communicated with by you)
Assessing the change in behavior with respect to a business aim that has been conveyed nicely, versus a small business aim with little or no communicating
Estimate the % effect of communications versus other factors that are affecting.
Computing the monetary value of communication
Computations of the financial value of communicating will, at best, be approximations. However, it remains an essential part of communicating measurement as it will demonstrate the tremendous worth of powerful internal communication and starts a dialogue with senior supervisors as well.
Consider the effect of a crisis communication response that is internal that is effective. A comparison could be manufactured against a situation (internally or within a similar organization) which wasn't handled and quantifiable value attributed to variables such as:
Volume of customers kept
Retention of great staff who might otherwise have left
Tools to Assist the Measurement of Internal Communicating contain:
Desktop surveys and quizzes. Aside from in depth on-line or paper based surveys, quizzes and pop up desktop surveys can provide benchmarking capability and added measurement throughout the year.
Motivators. A prize incentive can encourage staff to take part in a quiz or survey.
Qualitative Communicating Measurement
Qualitative techniques can contain:
Free form responses in surveys.
Discussion forums. Although face to face interviews and focus groups tend to be the best choice for qualitative communicating measurement, inner social media can be a useful add-on or substitute. Set up worker discussion forums to investigate specific issues. Computer Screen comments produced in discussion forums to gather qualitative measures of how employees are thinking feeling and acting
Preventing Survey Bias
Avoiding non- self select prejudice or response. When surveys rely on workers to opt in or 'self select', you might mainly hear from individuals or the squeaky wheels having an agenda inspiring them to participate. Random sampling return and escalation alternatives can be provided by a desktop computer survey tool to help ensure that representative inner communications measurement data is collected from across the business.
Control groups. Identify survey responses from control groups and therefore to compare and measure the impact of inner communications efforts.
For some kinds of questions, e.g. In these instances, provide multi-select answer alternatives.
Comparisons. Assess the impact of communications on individuals who saw a specific communications against those who didn't.
The impact . Recall consequently if communication campaigns should be compared with one another, speeds will fall over time, communications measurement needs to be completed at the same time interval after each and every effort. Ensure that communications measurement is performed at a consistent time after every effort.
Providing circumstance to get a quiz or survey. Circumstance needs to be given for a quiz or survey. For example, a product knowledge quiz without circumstance may cause workers to worry about the goal of the quiz and maybe work more difficult to ensure they supply the right responses. Yet precisely the same quiz with an explanation "the reason for this quiz if to see how well the communications team are doing, consequently please be as honest as potential" is more prone to offer an accurate measure of communication effectiveness.
Supporting Survey Participation
Encouraging the survey to encourage contribution. The higher survey participation rates really are, the more statistically precise and important the results will likely be. Use advanced internal communications channels including; desktop alerts, scrolling desktop feeds, screensaver messaging and user created staff magazines support contribution and to boost the profile of surveys.
Communicating survey findings and activities being taken. Employees are much more likely to participate when they believe the output signals from staff surveys will undoubtedly be constructively used. Therefore, ensure that survey outcome along with the ensuing activities being taken are well communicated to staff. Newsfeeds screensaver messages and posts in the staff magazines are fantastic ways get messages across without their becoming buried in e-mail inboxes.