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Key questions for surveys and benchmark data
13 June 2012 | Paul Roberts
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Paul RobertsManaging Director, Ibis Communication and co-founder of ICEmarq™
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Some observations
Measurement is often acknowledged as important, but it’s not necessarily prioritised
High level questions about communication are often included in annual staff surveys – that are run by HR
Time and budget are perennial barriers, though often this is more about perception than fact
Uncertainty about what, how and when to measure
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Who’s done what (and why)?
Some popular reasons why:
Force decisions about what is vital
Deploy resources where needed mostAssess progress
Demonstrate value
Planning
Assessment
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What you might measure
Area Benefits Possible issues
Behaviours Links communications to ends not means
IC doesn’t own behaviours or control all relevant factors
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United Kingdom
Neither agree nor disagree Disagree Strongly disagreeAgree Strongly agree
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What you might measure
Area Benefits Possible issues
General perceptions Perception is reality! Can be too high level to be genuinely useful
[Organisation] provides sufficient opportunity for two-way communication in
This feels lukewarm, can we unpack this?
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Staff (no reports)
Neither agree nor disagree Disagree Strongly disagreeAgree Strongly agree
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What you might measure
Area Benefits Possible issues
Messages or campaigns
Focuses very clearly on outcomes
Clarity and connection?
I can explain what [the values] are.Okay, but do they understand and support the values?
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Retail
Neither agree nor disagree Disagree Strongly disagreeAgree Strongly agree
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What you might measure
Area Benefits Possible issues
Line manager / leadership communication
Face to face is key IC can’t fully own this interaction
Team meetings in my area are generally worthwhile.How much leverage does IC have here?
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What you might measure
Area Benefits Possible issues
Channel usage Proof of the pudding is in the eating!
Usage doesn’t equate to benefit
Visited the site
Put items in the shopping basket
Paid!
Usage is up!
Everyone loves a green arrow that points up. But is it always good?
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Director / Senior Manager
Neither agree nor disagree Disagree Strongly disagreeAgree Strongly agree
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What you might measure
Area Benefits Possible issues
Channel value or perception
Yields useful feedback to help you develop a channel
Risks missing the bigger picture
It is important to have a regular printed magazine or newsletter. This is double the figure for staff! Why does
this matter more to leaders? Is this really that key?
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Private Sector (500+ employees)
Huge value Plenty of value Minor value No value
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What you might measure
Area Benefits Possible issues
Readiness Helps you plan the roll out of new interactive channels
May not equate to actual behaviour
… please state the extent to which you believe having social features like these internally offer potential for improving the way we communicate and collaborate.
c40% see significant value, yet many organisations struggle to obtain a similar adoption rate
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Read only
Hear / see
Discuss with team
Discuss online
An industrial workforce A mainly white-collar workforce
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What you might measure
Area Benefits Possible issues
Preferences Helps you plan future communication priorities
May not equate to actual behaviour
But did they actually read things?
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How you might measure
Approach Benefits Possible issuesSurveys Increasingly easier to run
Many ways to sample an audience Great for building indicators Easy to grasp headline results
Survey fatigue Poor at uncovering drivers Pressure to game the results
Focus groups and interviews
Great for uncovering drivers Great for surprising you! A chance to test your ideas too
Time and resource intensive Vulnerable to topic hi-jacking Can generate expectations
Analytics Based on behaviours not opinion Increasingly easier to get reports Can be tuned to look at outcomes
Almost impossible to retro-fit Can be hard to see real success Pressure to focus on traffic
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Some basic rules
Only measure what you can influence Build quantitative and qualitative research into your
measurement programme Measure at intervals that allow you enough time to
change course With quantitative data, focus on top and bottom box
scores when analysing results Approach your programme from the perspective of
your audience
About ICEmarq™The data contained in this presentation comes
from ICEmarq™ which is a new internal communication measurement service co-founded
by Paul Roberts and Alan Richardson.
You can find out more about it at www.icemarq.com or call 0203 1707 085 for more
information. Paul or Alan are also very happy to set up a demo for anyone interested.
