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Internal Communication Measurement -

Inner Communication Measurement - Why, When and How?

When Should We Measure Communications?

Satisfaction and participation surveys are generally carried out per annum and can carry additional questions to provide some insights into the effectiveness of communications.

Prior to your specific communications campaign. To be able to best comprehend the impact of communications, it is essential to measure (comprehension, attitudes, knowledge etc) before a campaign.

Following effort or an important communication. It's important to gauge impact and the effectiveness of initiatives and significant communications systems. This permits one to tailor inner communications to make sure they are powerful and delivering quantifiable business value.

At times to course approaches. Regular measurement helps communicators to gauge the ever shifting feelings and approaches within an organization also to tailor messages to make sure they're appropriate to their audiences.

Temperature checks and pulse checks during and after special occasions offer an insight into the dilemmas and challenges an organization faces and to collect feedback on particular issues.

At periods against KPI's to benchmark and course. Measuring often against benchmarks and monitoring trends over time provide an early warning of problems that may go undetected until communicators have escalated farther.

What to Measure?

Determining which areas of communication to quantify will be dependent on communication goals and the organization's particular company. A couple of examples of helpful communications measurements comprise:

Baseline communicating measurements prior to communication can measure; existing knowledge, attitudes and behaviours of workers, as well as discovering the existing advice available, how simple it really is to find, the present communications stations accessible also to identify other variables affecting behaviors and attitudes.

Communicating measurements that are functional

Following effort or a communication, practical facets of communicating must be measured. Comparisons to the baselines measurements are not useless. Additional measures can contain; the amount and types of messages sent, time of messages, message cut-through / reach, station effectiveness and appeal, crowd satisfaction with content (sorts, volume etc).

What to Quantify - Measuring Impact

Measuring of the impact communication is a critical step and measures can include:

Audience perception measurements including factors such as; types and % of messages received, communications recalled. Were messages seen as consistent relevant and credible? Were the messages understood? How well do employees feel they are being supported? Do employees understand exactly what must take place as a consequence of the communication(s)?

Change in Behaviour

The goal of most internal communication is to improve the attitudes and behaviours of employees. Therefore, it's valuable to recognize and quantify factors like; What changed? What is now different?

Impact on company goals / Results

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

The quantity of workers (following its promotion)

The shift in approaches regarding customer service as well as the proposed effect of increased customer retention

The quantity of ideas that were usable submitted via an employee proposition initiative (and the monetary value of those ideas)

Isolating the impact of communicating

Communication will not really happen in a vacuum also it can occasionally be hard to isolate the impact of communication versus other variables (incentive schemes, new product starts, variables external to the business and so on). Potential options include:

Communications control groups (not conveying them about a specific initiative or target, and isolating a group, such as an individual location that is distant, then looking at how their activities differ from groups has been conveyed with by you)

Assessing the change in behaviour with respect to a small business goal that has been communicated nicely, versus a small business aim with no communicating or little

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

Computing the monetary value of communication

Computations of the fiscal value of communicating will, at best, be estimates. Still, it's still a significant part communication measurement as it will attest the tremendous worth of internal communication that is powerful and begins a dialogue with senior supervisors too.

Consider the impact of an effective crisis communication response that is inner. A comparison may be made against a situation (internally or within a similar organization) which wasn't managed as well, and quantifiable worth attributed to factors such as:

Quantity of customers retained

Retention of great staff who might have left

Tools to aid the Measurement of Internal Communication contain:



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

Incentives. A prize incentive can support staff to participate in a quiz or survey.

Qualitative Communication Measurement

Qualitative techniques can include:

Free form answers in surveys.

Focus groups

Discussion forums. Although focus groups and face to face interviews in many cases are the smartest choice for qualitative communicating measurement, internal social media may be a useful addition or replacement. Set worker discussion forums up to investigate specific problems. Monitor comments made in discussion newsgroups to collect qualitative measures of how employees are thinking feeling and behaving

Avoiding Survey Prejudice

Averting non- self select prejudice or response. When surveys rely on employees to choose in or 'self select', you may largely hear from folks or the squeaky wheels with the agenda prompting them to participate. A desktop computer survey tool can provide return, random sampling and escalation options to help ensure that representative internal communications measurement data is gathered from across the business.

Control groups. Identify survey answers from control groups and hence to compare and measure the impact of inner communications campaigns.

For some types of questions, e.g. "Where did you hear about XXX from?" or "What factors influenced your decision" supplying single answer alternatives can skew results. In such cases, supply multi-select reply choices.

Comparisons. Measure the impact of communications on individuals who saw a unique communications against those who did not.

The impact of time . Recall consequently if communication campaigns should be compared with one another, rates will fall over time, communications measurement has to be carried out at exactly the same time period after each and every effort. Ensure that communications measurement is carried out at a regular time after each effort.

Providing circumstance to get survey or a quiz. Circumstance ought to be given for a quiz or survey. For instance, a merchandise knowledge quiz without circumstance could cause workers possibly work more difficult to ensure they give you the answers that are correct and to be concerned about the objective of the quiz. However precisely the same quiz with the explanation "the reason for this quiz if to see how nicely the communications team are doing, consequently please be as honest as possible" is more prone to offer an exact measure of communication effectiveness.

Encouraging Survey Participation

Boosting the survey to encourage engagement. The higher survey contribution rates are, the Talent more statistically accurate and applicable the results will be. Use advanced internal communications channels including; desktop alerts, scrolling desktop feeds, screensaver messaging and user generated staff magazines support contribution and to increase the profile.

Conveying survey findings and activities being taken. Employees are much more likely to participate, when they think the output signals from staff surveys will undoubtedly be used. So, ensure that survey outcome and the ensuing activities being taken are well conveyed to staff. Newsfeeds, screensaver messages and articles in the staff magazines are great manners get messages across becoming entombed in email in-boxes.