Half-day workshop: Conducting research and measurement can be a lot simpler than most communicators think, and often doesn’t require a survey of any kind. Using timing correlations or pilot/control groups can isolate the exact amount of impact communication had on behavior change, which lets us calculate a credible ROI for the incremental financial value we have added to our organization’s bottom line.
In this two-hour workshop, you will learn the difference between communicating about an organizational strategy and communicating in a way that actually fulfills the strategy. You will use a step-by-step process for engaging your executive management in communication planning in a way that feels like other, logical business processes they are comfortable with, and makes it easy to know what to measure.
Angela Sinickas explains ROI for nonprofits to Yvette Boysen: “To calculate ROI, you need to be able to connect communication inputs with an output of changed behavior.” Nonprofits may also be to calculate the ROI in terms of the benefit to society.
You’ll get a higher response rate from the paper survey in the room than asking those people later to answer questions online. I’d also ask questions that identify to what extent the event improved people’s knowledge of the topics covered, changed their opinions about the issues, or influenced their likely behaviors.
Complex strategies often lead to complex communication — which is less likely to make sense to the employees who will need to implement the strategy. Research can identify simpler ways to achieve the same goals.
Measurement experts Angela Sinickas and Kevin Ruck recently engaged in a LinkedIn debate about the value of measuring the return on investment of internal comms interventions.
It’s nearly impossible to quantify the ROI of an entire communication program for an entire business strategy in a way that makes sense to executives. You’ll need to pick one particular business initiative that supports one business strategy.