Measurement:A View From Above So the boss comes into my office one day to ask about our communications program . . . “Tell me what it means, not what it says.”
Measurement: What Is It? Simply put, measurement spotlights what works well – or not well.
It can cover a single tactic, or an entire communications program.
It can be tied to a range of targets, including behaviors, finances or audience outcomes.
It can show the value of the organization’s investment in communications.
Measurement: What Is It? Knowledge (What you don’t know can hurt you) Validation (Evidence communications are delivering results) Alignment (At the highest level, showing “line of sight” between communication programs and organizational objectives)
Measurement: Why Do It? “I know that you believe you understand what you think I said, but I'm not sure you realize that what you heard is not what I meant.” – Robert McCloskie
Measurement: Why Do It? “Verbosity leads to unclear, inarticulate things.” – Dan Quayle
Measurement: Why Do It? “If I am to speak ten minutes, I need a week for preparation; if fifteen minutes, three days; if half an hour, two days; if an hour, I am ready now.” – Woodrow Wilson
Measurement: Why Do It? “The newest computer can merely compound, at speed, the oldest problem in the relations between human beings, and in the end the communicator will be confronted with the old problem, of what to say and how to say it.” – Edward R. Murrow
Measurement: Why Do It? “The greatest problem in communication is the illusion it has been accomplished.” – George Bernard Shaw
Measurement: Why Do It? Oops!
Measurement: Why Do It? TOUCHDOWN!
Where Measures Can Be Applied Example: Marketing Communications Measure: Organizational trust (strategic) Sample tools: Use research to inform and drive communications plan with measurable objectives. Conduct audience research to establish benchmarks and identifygaps. Outcome:
Where Measures Can Be Applied Example: Internal Communications Measure: Effectiveness of sales force communications (tactical) Sample tools: Audit effectiveness and gaps in messaging and media. Use audit findings to redesign sales communications tools. Create regular feedback loops to measure success. Outcome:
Getting Leadership Buy-In Do Your Homework!
Determine how the project adds value to communications.
Show where the project adds value to corporate (or departmental) objectives.
Getting Leadership Buy-In Tell Them About It!
Discuss/agree on scope, objectives.
Define commitments for leaders/staff.
Secure necessary financial/staff resources.
Communicate with stakeholders.
Keeping Leadership Buy-In Deliver As Promised!
Put research/measurement into the field.
Keep the trains running on time.
Do regular check-in communications.
Keeping Leadership Buy-In Put Data To Use!
Use information to build/guide communications plans.
Measure progress against benchmarks.
Measurement:Inside or Outside? General Rule of Thumb: The closer you are to the project or the target audience, the less likely it is you will be able to gather objective data.
Measurement:Do-It-Yourself Good candidates for DIY projects include:
Print or e-mail surveys
Online pulse polls
Starch test (message recall)
Measurement:Hire A Pro Good candidates for externally-resourced projects include:
Organizational communication audits
In-person or phone interviews with employees
In-person or phone interviews with outside stakeholders (customers, investors, prospects)
Measurement:Reality Check Q: Do external communications professionals think measurement is important? A: According to a 2009 Benchpoint/AMEC global survey, 88% of PR pros believe measurement is vital to good practice. But . . . Outputs such as clips and target media placements are still the main measure, rather than outcomes like shifting audience opinion, market awareness or reputation.
Measurement:Reality Check Q:While internal communications pros also think measurement is important, what percentage of companies do it? A:According to a 2009 TowersWatson survey, about 57% of companies in the sample had some internal communication measurement in place. But . . . A separate 2008 study on internal communication measurement showed that only 3% of pros think it is being done well, with 20% saying the measures don’t add tangible value.
Measurement:Reality Check Q:What are the major barriers to communications measurement? A:According to the Benchpoint global survey, cost, expertise, and value-added are by far the top issues. But . . . The number of organizations reporting some use of communication measurement tools rose from 69% in 2004 to 77% last year.
Measurement:Follow the “ABCs” A Always know the end goal. Be sure to get buy-in and support. Convert data into action. B C
Measurement:Final Thoughts Ability to do it Willingness to do it Courage to do it
Phone: (651) 592-6369 Email: firstname.lastname@example.org www.turnpointcomm. com