 |
Internal Measurement for Results
October 2011 | Volume 9 Issue 10
Effectively measuring your internal communication efforts can help to quantify the value of your initiatives, set communication priorities, assess employee engagement and gauge the effectiveness of your communications overall. But how can you be sure your measurement methods are getting the metrics you need? In this issue of CW Bulletin, our experts offer their measurement tips, including what to measure, what types of questions to ask and what to do with the results.
Natasha Nicholson
Executive Editor
Amanda Aiello Beck
Managing Editor |
Features
MAKING THE BEST OUT OF YOUR METRICS
by Angela Sinickas, ABC, IABC Fellow
Just like the managers of other business functions, communicators need to measure how effective our work is. However, the metrics need to be ones that we can act on—either to keep doing what we’re doing or to know what and how to change. Here are some tips to make the best use of metrics that come from employee surveys.
MEASURING EMPLOYEE WELL-BEING
A Q&A with Bridget Juniper, Ph.D.
Bridget Juniper, Ph.D., is head of Work and Well-Being Ltd., a consultancy that specializes in employee well-being. Juniper has conducted award-winning research on employee well-being at Cranfield University in the U.K. She spoke with CW Bulletin Managing Editor Amanda Aiello Beck about emerging research on employee engagement surveys and the importance of measuring employee well-being.
EMPLOYEE SURVEY ESSENTIALS
by Peter Hutton
Which channels or sources of information do your employees trust, and which do they treat with skepticism? Does your staff feel that they are listened to and that their views are valued? Is your internal communication strategy working, and how can it be improved?
It would be difficult to answer any of these questions with a high degree of confidence without undertaking an employee survey.
DEVELOPING A MEASUREMENT SYSTEM
by Linda Dulye
Here today, gone tomorrow. Or perhaps, in a month.
This is the unfortunate fate of many corporate engagement programs—from mission statements to employee surveys to improvement initiatives. Focus fades quickly after fanfare-laden roll-outs fall victim to everyday routine.
But it doesn’t have to be this way. The demise of an engagement program is avoidable with the help of a disciplined measurement system that keeps managers and employees accountable for being engaged and supporting the program’s success.
Columns
Leadership's Role in Employee Engagement
by Thomas J. Lee
Editor's note: This is the second installment in a three-part series that looks at the skills needed for effective leadership.
In the first article of this series, we clarified the big distinctions between managing and leading, and established that the engagement of employees is the deliverable of leadership. Now let’s take a closer look at engagement, including what it is, why it is important and what leaders can do to increase it.
- "2008 Workplace of Choice Survey Communication," Danbury Hospital/Danbury Health Systems
- "Employee Survey Communications Campaign," Region of Waterloo
Communication in the News
Related Resources provides additional articles and resources for understanding this month's topic of effective internal measurement. You can also find some of these links alongside each corresponding feature article for quick reference. Links include:
- "Modernizing Employee Engagement Measurement," by Andy Brown
- "Now’s the Time to Measure Employee Engagement," by Elliott Brown
|
This issue sponsored by:
Translate insight into communication impact
Northeastern University’s Master of Science in Corporate and Organizational Communication provides you with the skills necessary to develop, manage, and deliver global communications. Available in two formats: intensive 12-month online or “at your own pace” (online or hybrid) for maximum flexibility and work, life, learning balance.
For more information, visit www.northeastern.edu/cps/mscorporg.
|
|
Featured Resource 