We know measurement can be a bit of a pain. That’s why we’re showing you how to make it painless!
It can be one of the most frustrating aspects of working in internal communications. You know measuring your activity is hugely important. In fact it’s critical, not only to proving your own value but also making sure your comms are in line with overall business goals.
This is why we commissioned one of the world’s leading measurement experts, Angela Sinickas, to write what we wanted to be the ultimate, simple-to-understand and practical guide to measurement. So that internal communicators could be more effective and prove value.
- Easy to measure observational metrics
- Content consumption and readability testing
- Brilliant Tips & Traps for conducting employee focus groups
- Gap analysis – how closely do expectations match reality?
- Wording and scale for questions: How many response options should we use?
- Top Tips for presenting results
Are you a communications professional who believes measuring internal communications is extremely important but don’t spend enough time doing it because it’s too difficult?
If you are, you are far from being alone. Many people in IC feel the same. In fact, our recent global survey found over 95% believe measurement is ‘extremely important’ but over 50% admitted it was the activity they ‘spent least time on each week’ – and two out of three said they found communications ‘difficult to measure’.
So we asked ourselves what could we do to make it easier for internal communicators to measure their communications and prove their value to senior leaders.
Observational metrics may be the best place to start your measurement journey. These numbers are easy to find and take only a little time to analyze. And best of all, many of them cost nothing. Many observational metrics focus on quantifying our own activities. By themselves, they may not tell us much about the impact our activities are having on employees or on the organization’s success. However, they can tell us if we’re heading in the right direction to create impact. For example, a desirable outcome of our communication might be to have employees understand the company’s strategy.
If we’re not “marketing” our senior leaders’ webcasts on the intranet properly, few people will click on them to hear about the strategy. And if what we write or script is understandable only to someone with a graduate degree, most of our employees who were exposed to the content still won’t understand it or be able to act on it.
Observational metrics about these activities of ours can, therefore, predict changes in future audience outcomes like understanding and acting on the knowledge we provide them. While we might only be able to survey employees’ understanding levels once a year, we can track the observational metrics every month to see if we’re on course to maintaining or improving future understanding levels.
To find out more, download this free best practice guide: The Ultimate Guide to Measuring Internal Communications.
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