The Right Tools Can Help You Measure ROI
A Survival Guide for Communication Practitioners:
By Katherine Woodall, ABC, APR
In today's uncertain economy, communication professionals are under
added pressure to demonstrate concrete, quantifiable results that
measure the value of their work. Yet most organizations measure
internal and external communications infrequently, informally and
anecdotally at best, according to the findings of "Future
Trends," a study of global corporate communication issues
conducted by Towers Perrin in collaboration with the IABC Research
Foundation.
Even in the best of times, effective measurement can be one of
the keys to determining whether communication programs survive and
budgets thrive. Not only can measurement demonstrate the value of
particular tools and programs, it can also help bolster the careers
of communication professionals in the eyes of senior leaders.
Here's how you can use measurement and other strategies to prove
that the communication function is worth your company's investment
in salaries and program dollars and, in the process, elevate its
visibility and stature.
Just Say No - If It's Not on Management's Priority List
Hit hard by downsizing and budget cuts, many communication professionals
are feeling overburdened, underappreciated and increasingly vulnerable
as they struggle to do more with less.
But instead of trying to be everything to everybody and failing
miserably, research consistently confirms that the most successful
communication professionals take a different tack. Notes Amy White,
vice president of employee communications for Cardinal Health, "I
prepare my personal goals only after I know what my boss's goals
are and what her boss's goals are. The organization's priorities
completely drive what I do."
Lesson: By focusing their limited time and resources on projects
that are in sync with senior leadership's needs, successful communication
professionals accomplish what they set out to do and, in the process,
enhance the overall value and credibility of their function.
Ensure Communications Are Hitting the Mark
Every organization wants to create communications that help employees
"get it" by helping them understand its mission and how
they can contribute. And most employees want to do just that. But,
in many instances, barriers - confusion, cynicism, lack of credibility
and a myriad of other issues - can get in the way.
To assess its employee communications, a leading financial services
firm conducted a series of employee/management focus groups, individual
interviews and an electronic survey. By getting concrete numerical
evidence that supported what employees and managers conveyed anecdotally,
the organization discovered which communication vehicles were effective
(e.g., clear, credible and widely read) which ones weren't, and
why.
The evaluation also provided information on how the company's communication
function could do a better job of meeting employee needs by arranging
more face-to-face meetings with the CEO and other senior leaders
on critical business issues.
Redeploy Communicators Where They're Needed
In today's fast-paced business environment, the ability to quickly
and nimbly redeploy employees where they're most needed is a key
to long-term success. In the above example, the financial services
firm assigned two communicators - who had previously spent the bulk
of their time on an underrated employee annual report - to help
senior leaders stage quarterly meetings on substantive business
topics.
Result: More than 300 employees turned out for the first quarterly
senior leadership meeting and the company saved over US $400,000
per year by eliminating an ineffective communication vehicle that
was neither widely read nor highly valued.
Bonus perk: The communication function was perceived as more relevant
both to senior leadership and employees.
Exploit the "Right" Measurement Tools
Every communication, whether it's a brochure or a CEO speech, should
have a goal; the right measurement tool, whether it's a high-tech
electronic survey or a simple evaluation form, can help assess whether
it's hitting the mark. Measurement can also enhance the value of
the communication function by providing senior management with real-time
feedback on pressing issues.
Example: After suffering through yet another miserable quarter,
a leading technology firm, downsized by nearly one-third over the
past few years, was faced with added pay and staffing issues. To
help senior management make some critical decisions, the communications
director conducted an employee pulse survey with the following question:
"If you had to choose between a temporary 10 percent across-the-board
pay freeze, or company wide-staff reductions, what would you select?"
Result: The overwhelming number of responses, completely anonymous
but representative of a demographic and geographic cross section
of the company, provided management with highly valued real-time
feedback, which, combined with other credible data, helped them
make tough choices - with the nod from employees.
Think and Act Like a Business Leader
As employees continue to press for more "face time" with
senior management, communication professionals can take advantage
of new opportunities to become trusted and highly sought-after advisors.
How? By thinking like a business leader and coaching senior managers
on a broad array of topics that range from delivering effective
speeches to honing their interpersonal communication skills.
Even with the added pressures to cut costs and increase productivity
in today's stalling economy, there are numerous opportunities for
communication professionals who use innovative approaches to solve
pressing business problems. And while there are never any guarantees,
one thing is certain: Communication professionals who garner influence
and credibility by demonstrating how their function adds value and
contributes to bottom-line results are much more likely to move
ahead in their careers and succeed than those who don't.
Katherine Woodall, ABC, APR, a principal in Towers Perrin's communications
practice,
helps clients improve their business performance through effective
communication. She is based in the San Francisco office of Towers
Perrin. For additional information about the study or how to measure
your communication programs, contact Katherine Woodall, ABC, APR,
at katherine.woodall@towers.com.
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