Page 52 - Warwickers Communication Counts v2015
P. 52
52 COMMUNICATION MEASUREMENT measure
things that matter
The goal of all communication should be to have the right impact. There is
a growing expectation that communication activities should be linked to
business performance. However people often struggle to measure the
impact of internal communication through lack of skills, resources and
management commitment. They say it is intangible and it often becomes
more about happy sheets than linking it to the business bottom line and
return on investment (ROI). Internal Communication often struggles to be
valued as a strategic rather than tactical resource. Without measurement
such a shift is less likely to happen as business leaders need to see the
value of internal communication in supporting important business
activities.
In our experience it is about where you start from not where you finish up. You have to identify how you are
going to measure outcomes as you establish objectives. The more they relate to business rather than function
metrics the better. When you are working within your business as strategic enablers and business partners it
will be much easier – get them working on outcomes as well as outputs early on.
1. Go BIG picture first. - The importance of you understanding the business context and business metrics.
Measure ROI for the Function and the value it adds to the business – keep evaluating.
2. Involve Senior Management early on in setting objectives and agreeing the measures that address
business performance.
3. Focus on desired outcomes not outputs and work out how you are going to measure before you start.
4. Set critical success factors (CSFs) that are quantifiable, achievable and aligned with business goals. As
the project progresses, if plans shift, remember to move the measurement too.
5. Whilst the soft side is harder to measure, the value and learning from both together can be invaluable.
Use pulse surveys and focus groups to gauge the effectiveness of specific communications or channels.
6. If you have resistance to measurement - learning is a good place to start with a softer message in
showing the value of communication measurement and results.
7. Start from an external customer centric position and link to customer data. Then get to know your target
audiences needs really well. These are your foundations.
8. Publish interim results for Divisions/ Business Units. You will create a healthy sense of competition
between units and improve response rates.
9. Consider establishing Pilots studies and control groups to create business cases.
10. Reviewing specific channels is as much about learning as ROI.
11. Measure managers communication knowledge and skills to ensure they know what is expected of them.
12. Use secondary sources of benchmark research like Melcrum and the IABC to support your business case.
things that matter
The goal of all communication should be to have the right impact. There is
a growing expectation that communication activities should be linked to
business performance. However people often struggle to measure the
impact of internal communication through lack of skills, resources and
management commitment. They say it is intangible and it often becomes
more about happy sheets than linking it to the business bottom line and
return on investment (ROI). Internal Communication often struggles to be
valued as a strategic rather than tactical resource. Without measurement
such a shift is less likely to happen as business leaders need to see the
value of internal communication in supporting important business
activities.
In our experience it is about where you start from not where you finish up. You have to identify how you are
going to measure outcomes as you establish objectives. The more they relate to business rather than function
metrics the better. When you are working within your business as strategic enablers and business partners it
will be much easier – get them working on outcomes as well as outputs early on.
1. Go BIG picture first. - The importance of you understanding the business context and business metrics.
Measure ROI for the Function and the value it adds to the business – keep evaluating.
2. Involve Senior Management early on in setting objectives and agreeing the measures that address
business performance.
3. Focus on desired outcomes not outputs and work out how you are going to measure before you start.
4. Set critical success factors (CSFs) that are quantifiable, achievable and aligned with business goals. As
the project progresses, if plans shift, remember to move the measurement too.
5. Whilst the soft side is harder to measure, the value and learning from both together can be invaluable.
Use pulse surveys and focus groups to gauge the effectiveness of specific communications or channels.
6. If you have resistance to measurement - learning is a good place to start with a softer message in
showing the value of communication measurement and results.
7. Start from an external customer centric position and link to customer data. Then get to know your target
audiences needs really well. These are your foundations.
8. Publish interim results for Divisions/ Business Units. You will create a healthy sense of competition
between units and improve response rates.
9. Consider establishing Pilots studies and control groups to create business cases.
10. Reviewing specific channels is as much about learning as ROI.
11. Measure managers communication knowledge and skills to ensure they know what is expected of them.
12. Use secondary sources of benchmark research like Melcrum and the IABC to support your business case.
