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To give data more impact and ensure it gets acted on, Sinickas suggests using simple “dashboard visualizations” such as bar graphs, a speedometer dial or mathematical symbols.
Read Keeping Score: Making communication performance data more compelling — Part 2 »
Data that reflects communication performance should do one of two things: indicate success to allow for recognition, or refocus effort where it’s needed most. But if the numbers aren’t distilled down to a few key metrics, neither is likely to happen.
Read Keeping Score: Making Performance Data More Compelling — Part 1 »
The change curve is useful as an overview of how employees will respond, but as each change project is unique, there is no template for the development of the message and its communication.
Most of the measures of speeches or the meetings in which they are presented focus on audience satisfaction with various elements of the event: the length of the speech, the presenter’s delivery, the amount of Q&A, the temperature of the room. While it’s nice to have a happy audience, it’s more useful to know if the speech made an impact on the audience.
When most communicators think of measurement, they picture a survey. No question that surveys are great, but in this frenetic, needed-it-last-week business environment, no one has time to develop and launch a traditional survey, let alone wait for the results to roll in.
Calculating a return on investment (ROI) for something as intangible as internal communication has long been considered nearly impossible. But the trick to calculating ROI is to focus on small elements of our communications that are directly targeted at changing some measurable behavior.
Dr. James Grunig defines relationship measurement in terms of process (number and type of communication activities conducted to strengthen relationships) and outcomes (the type and quality of relationship desired). These are fairly low-value levels of communication to measurethe activities we pursue and the audience perception changes that result. We need to go further and connect relationships to changed behaviors in our stakeholder groups and place a financial value on those behavior changes.
A sequence for planning HR communication in 10 steps that will connect your communications with changes in your audience’s actions and improve the bottom line.
