A communication department set up along PR-agency lines used to measure its effectiveness in terms of informal feedback. We developed a post-project customer satisfaction form for them to identify what parts of the consulting process are working well and which could be improved on future projects. The forms are analyzed collectively as part of the
A communication audit survey should include questions about how effectively messages are getting through and about how effective the channels carrying the messages are. You can create about 80% of the “right” survey questions based mostly on the messages/campaigns/topics your department is supposed to be communicating and the channels your job involves managing.
You know you should be measuring communication, but you have no budget, no time–and no permission to pester your audience with questions. Stop looking at those as barriers and learn to see them as opportunities to find creative ways to gather data on effectiveness.
When you set objectives, you first define what criteria have to be met to define “success.” This should be developed together with your management to be sure that your definition of success matches theirs.
The only way you’ll know if your communication program is effective for your own employees is to obtain their input through a research project.
Is standardizing the way we measure internal communication really the best approach for all organizations? Principles, rather than prescribed techniques, may be preferable.
A needs analysis isn’t terribly different from a communication audit. The first time you conduct a communication audit, while you are developing a baseline measurement of what is working, you are also identifying what audience needs are not being met.
Most communicators agree on the importance of face-to-face communication. But many disagree on whether the team-briefing cascade where information is trickled from senior management to the lowest-level employee is the most effective way to impart knowledge.