Data and people analytics are increasingly on the agenda for comms teams, proving to be the key ingredients for measuring success.
Measurement doesn’t need to be complicated. Using a strategic approach to your internal comms campaigns can help you to understand what’s getting through to your people and what isn’t.
Too often, communications are reactive and internal comms teams are used as ‘post-boxes’. It’s important to be able to prove the influence and impact internal communications can have on business performance. At Synergy, we use a measurement framework based on theory and best practice to help get internal comms a seat at the top table.
So how does it work?
We’re increasingly seeing a move from employee engagement to employee experience, treating our colleagues as we treat customers. When communicating with customers through external marketing campaigns, you measure the hard metrics. So why not do this when communicating internally?
To know the success of your internal campaigns and the effectiveness of your HR initiatives, you need to consider ‘soft measures’, the people side of data – it’s about what employees know, feel and do.
Where to begin
To measure internal comms, we first need to figure out what our starting point is (baseline) and then think about where we want to get to (outcome). Sounds simple right? It can be, but we know how daunting measuring data can seem for some.
From setting SMART objectives, to laying out measurement with a fresh perspective and bringing all the elements together to correlate campaigns to business impact, our measurement framework can help at each step along the way.
Measuring your comms can actually be a quick, non-intrusive process. Companies like DHL, eBay, Microsoft and Nike use real-time surveys to measure engagement; a quick way of collecting data without people having to do too much.
Measurement means business
Marks and Spencer have been asking employees how they feel for 20 years and take measurement very seriously. They build accountability with managers by meeting after each survey to discuss the results. Managers have access to real-time results, which allows them to review and respond to them quickly. They found a strong correlation between engagement and employee absence; as engagement improves, absence declines.
Aon have an employee survey committee who meet regularly to understand how engaged people are and identify actions to help support the business strategy, ensuring leadership are committed to acting on results. Results of the survey are fed back to the executive team, and as a result, trust in leadership has increased to 16% with employee pride rising by 18%.
Measurement matters to the happiness of your people, so why not use our framework to help prove the worth of comms and engagement? Get in touch with our Strategist Chloe to see how we can help you measure engagement in your organisation.