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Why, When and How?

Inner Communication Measurement -

When Should We Measure Communications?



Annual in depth surveys. Involvement and satisfaction surveys are usually carried out annually and will carry additional questions to provide some insights into the effectiveness.

Prior to a special communications campaign. So as to best understand the impact of communications, it is essential to quantify (comprehension, attitudes, knowledge etc) before a campaign.

After campaign or a significant communication. It is necessary to measure the effectiveness and impact of major communications systems and initiatives. This allows communications that are inner to be tailored by you to make sure they're effective and delivering quantifiable business value.

At intervals to course approaches. Routine measurement helps communicators to tailor messages to make sure they are suitable for their audiences and to estimate approaches and feelings within an organization to the ever transferring.

Pulse checks and to gather feedback on problems that are particular also temperature checks during and after specific occasions offer an insight to the problems and challenges.

At periods to benchmark and course against KPI's. Measuring frequently against mark and tracking trends over time provide an early warning of issues until they've escalated farther, that will go undetected.

What things to Measure?

Discovering which areas of communicating to measure will be contingent on communication objectives and the organization's specific business. A few examples of useful communications measurements include:

Baseline communication measurements prior to communication can measure; existing knowledge, attitudes and behaviors of workers, in addition to determining the existing advice available, how easy it's to find, the present communications channels available and to identify other variables influencing attitudes and behaviors.

Communicating measurements that are practical

Following a communicating or effort, functional features of communication needs to be measured. Comparisons to the baselines measurements are useful. Added measures can include; types as well as the number of messages sent, timing of messages, message cut-through / reach, channel effectiveness and appeal, audience satisfaction with content (kinds, volume etc).

What things to Measure - Measuring Impact

Measuring of the impact communicating is an essential step and measures can include:

Audience perception measurements including factors like; % and kinds of messages received, communications recalled. Were messages viewed as consistent, applicable and credible? Were the messages understood? How well do workers feel they're being supported? Do workers understand just what must happen as a result of the communication(s)?

Change in Behaviour

The aim of most internal communicating would be to alter the attitudes and behaviors of workers. Therefore, it is valuable to identify and quantify factors such as; What changed? Was there more or less of a conduct? What's now distinct?

Impact on business goals / Results

Internal Communicators should be enabled by communication measurement to quantify the effect of communications on business objectives.

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

The shift in approaches regarding customer service and also the proposed effect of increased customer retention

The quantity of suggestions that were usable submitted via an employee proposition initiative (and the financial value of these ideas)

Isolating the impact of communication

Communication doesn't happen in a vacuum and it can sometimes be difficult to isolate the impact of communicating versus other factors (incentive schemes, new product launches, factors external to the business and so on). Possible alternatives include:

Communications control groups (not conveying them about a particular initiative or aim, and isolating a group, such as for example an individual distant place, then looking at how their actions and groups you have communicated with differ)

Evaluating the change in behaviour with respect to a business aim that has been communicated well, versus a business goal with no communication or little

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

Computing the fiscal value of communication

Computations of the financial value of communicating will, at best, be approximations. However, it continues to be a significant part communication measurement as it begins a conversation with senior managers also and can illustrate the enormous value of internal communication that is effective.

Think about the effect of an internal crisis communication response that is effective. A comparison can be made against a scenario (internally or within an identical organization) which wasn't handled as well, and quantifiable value credited to variables such as:

Quantity of customers kept

Retention of good staff who might have left

Tools to Assist the Measurement of Internal Communicating contain:

Desktop surveys and quizzes. Aside from paper based surveys or in depth online, quizzes and pop up desktop surveys can provide added measurement and benchmarking ability throughout the entire year.

Incentives. Staff can be encouraged by a prize incentive to engage in a quiz or survey.

Qualitative Communication Measurement

Qualitative techniques can comprise:

Free form responses in surveys.

Focus groups

Discussion forums. Although face-to-face interviews and focus groups are often the smartest choice for qualitative communication measurement, internal social media can be a helpful add-on or substitute. Set worker discussion forums up to investigate particular issues. Screen comments produced in discussion newsgroups to collect qualitative measures of how employees are thinking feeling and behaving

Avoiding Survey Bias

Avoiding non- response or self select prejudice. When surveys rely on workers to opt in or 'self select', you may largely hear in the squeaky wheels or people with an agenda inspiring them to participate. A desktop computer survey tool provides escalation, random sampling and return options to help Leadership Communication ensure that representative inner communications measurement data is gathered from over the organization.

Control groups. Set up a control groups for communications campaigns. Identify survey responses from control groups and hence to compare and measure the effect of inner communications campaigns.

For many kinds of questions, e.g. In these cases, supply multi-select answer options.

Comparisons. Assess the effect of communications on individuals who viewed a specific communications against those who did not.

Time's impact . Remember hence if communication campaigns must be compared with one another, speeds will fall over time, communications measurement needs to be carried out at the exact same time interval after each and every campaign. Ensure that communications measurement is performed after every campaign at a time that is consistent.

Supplying circumstance for a quiz or survey. Context needs to be given for a quiz or survey. For example, a merchandise knowledge quiz without circumstance may cause workers maybe work more difficult to ensure they supply the correct answers and to be worried about the goal of the quiz. Yet the same quiz with the explanation "the goal of this quiz if to see how well the communications team are doing, so please be as honest as potential" is more prone to offer an accurate measure of communication effectiveness.

Encouraging Survey Participation

Boosting the survey to encourage participation. The higher survey contribution rates are, the more mathematically precise and important the results will undoubtedly be. Use innovative internal communications channels for example; background alarms, scrolling background feeds, user and screensaver messaging created staff magazines support participation and to increase the profile of surveys.

Communicating survey findings and activities being taken. When workers believe the outputs from staff surveys will probably be used, they may be far more likely to participate. Thus, ensure that survey outcome and also the resulting activities being taken are well communicated to staff. Newsfeeds screensaver messages and posts in the staff magazines are fantastic manners get messages across becoming buried in e-mail in-boxes.