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.
Employee perceptions of leadership correlate strongly with a company’s financial success. Since communication opportunities between leaders and employees help form employees’ opinions of leaders, communicators need to do all they can to enhance and improve these contact points.
The easiest and least expensive way to see the difference communication makes in employees’ engagement levels is to use the outcome questions from an engagement survey as a demographic criterion for all the questions on a communication survey, just as you would for variations by business unit or job level.
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.
One of the buzzwords in communication today is that relationship measurement is the ultimate metric. This article disputes that concept since for executives, financial results are the ultimate metric. Until an improved relationship changes people’s behavior in a way that helps the bottom line, most executives won’t care.
10 steps to connect your communication work with changes in your audience’s actions