Good employee communication doesn’t happen by itself. Survey results over the last 10 years prove the large impact on results that professional communicators can have.
We all know that two-way communication is better than one-way, but why is that the case and how exactly does it make a difference? Angela Sinickas mines her survey database to find those differences and some answers.
The general types of things managers could measure would be their own activities, the employees’ perceptions of improvement in their managers’ communication behaviors and some operational outcomes that could be expected to improve because of the improved communication.
About 10 years ago, Brad Whitworth at Hewlett-Packard found a statistical correlation between employees’ satisfaction with face-to-face communication with their supervisors and those employees’ productivity and intention to stay with the company, both of which are measurable bottom-line issues.
The only outcome of a conference that has a monetary value is behavior change. Identify the behaviors that should change as a result of the conference and how much credit the conference can take for those changes.
Conducting research about the impact of communication on results doesn’t have to cost you anything. You can spend less money by communicating only with a pilot group of locations and comparing the outcome with control groups.
Here are some effectiveness measurement tools to assess your city’s corporate plan.
Recommendations arising from surveys often take months to be developed, budgeted, and implemented. So changes usually occur long after communicators have finished writing about the survey and moved on to other topics. Here, Angela Sinickas explains why it’s up to communicators to do a better job of engaging employees by strategically highlighting survey outcomes throughout the year before the next survey is launched.