3. Welcome to the āI want what I want, not what
you send meā era (aka: āThe Relationship Eraā Ā®)
3
4. Changes in communications
āŗ Big data raises false hopes
āŗ There is no market for your messages
āŗ Impressions are not sales or
awareness
āŗ Everyone is āmediaā
āŗ Sentiment is overrated
āŗ Itās not about the media, itās about
your mission & what your
stakeholders do with the info when
you put it out there
āŗ The Barcelona Principles
4
4
5. How are you communicating?
ļµ The majority of Americans get their news
from Twitter and Facebook
ļµ Millennials rely on Instagram, Pinterest,
and Snapchat communications
ļµ Gen X gets their information from
YouTube
ļµ Older generations use the internet as a
tool for research, shopping, and banking
ļµ E-mail is for old people
5
6. 6
Just because youāve āreached themā doesnāt
mean theyāre aware, engaged, or motivated
ļµ Awareness is worthless
unless someone takes
action
ļµ Whereās the āSo what?ā
6
8. āLikesā are not engagement
AdvocacyCommitmentTrial/Consideration
FollowersLikesImpressions
8
8
9. There is ROI in good communications
ļµ Companies that communicate effectively have a 19.4%
higher market premium than companies that do not
ļµ Shareholder returns for organizations with the most
effective communications were 57% higher
ļµ Communication effectiveness is a leading indicator of
financial performance
ļµ Firms that communicate effectively are 4.5 times more
likely to report high levels or employee engagement
ļµ Companies that are highly effectives communicators
are 20% more likely to report lower turnover rates
ļ® (Source: Watson Wyatt Worldwide 2005/2006 Communication ROI
Study)
9
10. The New Rules of Organizational Communications
ļµ You arenāt in control
ļµ Empower employees, rely on customers
ļµ Enable the conversationsāconversations are going on,
with or without you
ļµ Spin is dead, long live transparency ā you canāt fake it,
so be who you are and see who is pleased
ļµ Social media must be a core competency for all
employees
10
11. What are the excellent companies doing?
ļµ They are 26 times more likely to make extensive use of
measurement
ļµ They are 15 times more likely to benchmark
ļµ What are they measuring:
ļ® Productivity
ļ® Behavior change
ļ® Business outcomes
ļ® Focus on continuous improvements
11
12. Transparency: The cure for relationship problems
ļµ Transparency increases trust
ļµ Transparency is:
ļ® Disclosing what you *have to* disclose
ļ® Disclosing what you *want to* disclose
ļ® Disclosing what you *do NOT want to* disclose, but
itās the thing to do
12
13. Principles of Excellent Communications
ļµ Two-way symmetrical communication works best
ļµ Comms participates in making strategic decisions
ļµ Research is used for planning not just evaluation
ļ® To define issues, relevant stakeholders, problems to
solve, appropriate strategies
ļµ Communications takes place at 3 levels:
ļ® 1) Program
ļ® 2) Organizational
ļ® 3) Societal
13
14. 6 steps to standards-compliant measurement
Step 1: Define the goal
What outcomes is this strategy or tactic going
to achieve? What are your measurable
objectives?
Step 2: Define the stakeholders
Who are you are trying to reach? How do your
efforts connect with those audiences to
achieve the goal?
Step 3: Define your benchmarks
Who/what are you going to compare your
results to?
Step 4: Define your metrics
What are the indicators to judge your
progress?
Step 5: Select your data collection tool(s)
Step 6: Use the data to make better decisions
Turn it into action, measure again
14
6 Steps
to Success
1
2
3
4
5
6
14
15. Step 1: Define the goals
ļµ What return is expected? ā Define in
terms of the mission.
ļµ Define your champagne moment. ā If
you are celebrating complete 100%
success one year from now, what is
different about the organization?
ļµ SMART
ļ¼Specific
ļ¼Measurable
ļ¼Attainable
ļ¼Realistic
ļ¼Timely
āNo
resumption
of hostilitiesā
15
16. Goals & Suggested Metrics
Engage as Owners
With Employees
ā¢ % increase in
āengagement scoreā
in pulse survey
ā¢ % increase in of
employees who
participate in extra
effort
action/volunteer
Improving
Perceptions &
Creating Advocacy
ā¢ % increase in awareness
of Acme Corpās CSR
activities & community
involvement
ā¢ % of employees
agreeing that they have
a clear understanding
and are informed of
how work contributes
to achieving Acme Corp
goals.
ā¢ % change in ratio of
favorable to
unfavorable coverage &
conversations
Support the
business
ā¢ Adherence to budget
ā¢ % increase in revenue
per Communications
employee (by source
coding of revenue)
17. Goals, Actions, and Metrics
17
Goal
Improve Customer
Satisfaction
Increase access to
highly qualified
candidates
Communications role
Drive employee
knowledge and
engagement with a
variety of
communications tools
Grow & improve
relationships with
mentors, teachers, and
other influencers
Outcome Metric
% increase in
employee retention
% increase in customer
satisfaction
% increase in highly
qualified recruits
Activity Metric
% employee
engagement in
communications
products
% improvement in
relationships with
influencers
18. Step 2B: Connect the dots
ļµ How does a good relationship with each
group benefit your organization?
ļµ Whatās important to those stakeholders?
ļµ What shapes their decisions?
ļ®Influencers?
ļ®Entertainment?
ļ®Media?
ļµ What makes them act?
ļµ How do your efforts connect with those
stakeholders to achieve the goal?
18
20. Activity Metric
ā¢ % increase in participation
rates in CSR program
ā¢ % increase in message
understanding
ā¢ % increase in message
comprehension
ā¢ % increase in community
goodwill
ā¢ % reduction in recruitment
costs
ā¢ % reduction in employee
churn
Goals, Actions, and Metrics
Goal
Increase Employee
Engagement
Increase Advocacy
Support the business
Action
ā¢ Messaging events
ā¢ Leadership involvement
ā¢ Culture communications
ā¢ Connect & engage with
customers online
ā¢ External messaging
ā¢ Strategic communications
outreach
ā¢ Entertainment events
ā¢ International outreach to
support new markets
Outcome Metric
ā¢ % increase in employee
engagement
ā¢ % increase in desirable
employee sentiment
ā¢ % increase in belief in
Acme Corp as referred and
responsible brand
ā¢ % increase in advocacy
ā¢ % increase in desirable
customer engagement
ā¢ % increase in source coding
revenue per employee.
20
21. Comparing messaging & sentiment across
channels
0
0.1
0.2
0.3
0.4
0.5
0.6
0
0.1
0.2
0.3
0.4
0.5
0.6
Q1 Q2 Q3 Q4
Positive Sentiment Across All Channels
News Social Media Employee
21
22. -6
-4
-2
0
2
4
6
Jan Feb Mar Apr May June
% point change since last month
Share of desirable voice Share of undesirable voice
Unique visits to Website Engagement Index
Overview
Brand Metrics
-20
0
20
Jan Feb Mar Apr May June
% point change since last month
Share of desirable voice in biologics
Visits to UnderstandingBiologics.com
Share of desriable HepC voice
Share of undersirable voice in HepC
-10
0
10
Jan Feb Mar Apr May June
% point change since last month
Desirable Oncology SOV
Innovative positioning in media
Visits to specific URL
Innovation social engagement index
Perception of AbbVIe as Oncology leader
2222
-5
0
5
10
Jan Feb Mar Apr May June
% point change since last quarter
Ratings on trust
Employee knowledge of "Way We Work"
Understanding of Strategic Objectives
Reduction in Say/Do gap
Culture MetricsScience & Innovation Metrics
On-Market Products
23. Step 3: Establish benchmarks
ļµ Peer data from Industry
Groups
ļµ Past performance over time
ļ® Measurement is a
comparative tool
ļµ Whatever keeps senior
leadership up at night
23
23
24. Step 4: Define your Kick Butt Index
ļµ You become what you measure,
so pick your metrics carefully
ļµ The Perfect KBI
ļ® Is actionable
ļ® Is there when you need it
ļ® Continuously improves your
processes & gets you where you
want to go
24
25. Activity Metric
ā¢ % increase in participation
rates in CSR program
ā¢ % increase in message
understanding
ā¢ % increase in message
comprehension
ā¢ % increase in community
goodwill
ā¢ % reduction in recruitment
costs
ā¢ % reduction in employee
churn
Goals, Actions, and Metrics
Goal
Increase Employee
Engagement
Increase Advocacy
Support the business
Action
ā¢ Messaging events
ā¢ Leadership involvement
ā¢ Culture communications
ā¢ Connect & engage with
customers online
ā¢ External messaging
ā¢ Strategic communications
outreach
ā¢ Entertainment events
ā¢ International outreach to
support new markets
Outcome Metric
ā¢ % increase in employee
engagement
ā¢ % increase in desirable
employee sentiment
ā¢ % increase in belief in
Acme Corp as referred
and responsible brand
ā¢ % increase in advocacy
ā¢ % increase in desirable
customer engagement
ā¢ % increase in source
coding revenue per
employee.
25
26. Social Media Engagement Index
Action Score
Like/Follow/Opens/+1 0.5
Favorite or Opens or Views 1
Comment 1.5
Share content 2
Signs up to receive email or other owned content 2.5
Shares a link to an owned site 2.5
Total 1024
26
27. Elements in an Employee Engagement Index
27
Element Score
More likely to invest discretionary time 0.5
More likely to recommend to family & friends as a great
place to work
1
Greater understanding of organizational mission vision
& values
1.5
Greater understanding of key organizational messages 2
Lower retention rate 2.5
Lower recruitment costs 2.5
Total 10
24
28. Step 5: Pick the right measurement tools
ļµ If you want to measure messaging,
positioning, themes, sentiment:
Content analysis
ļµ If you want to measure awareness,
perception, relationships, preference:
Survey research
ļµ If you want to measure engagement, action,
purchase:
Web, Social, and E-Mail Analytics
ļµ If you want predictions and correlations
you need two out of three of these tools
28
29. Activity Metric
ā¢ % increase in participation
rates in CSR program
ā¢ % increase in message
understanding
ā¢ % increase in message
comprehension
ā¢ % increase in community
goodwill
ā¢ % reduction in recruitment
costs
ā¢ % reduction in employee
churn
Goals, Actions, and Metrics
Goal
Increase Employee
Engagement
Increase Advocacy
Support the business
Outcome Metric
ā¢ % increase in employee
engagement
ā¢ % increase in desirable
employee sentiment
ā¢ % increase in belief in
Acme Corp as referred and
responsible brand
ā¢ % increase in advocacy
ā¢ % increase in source coding
revenue per employee.
29
Tools Required
ā¢ Intranet metrics, Banana
Tag (Email metrics)
sentiment analysis
ā¢ Pulse Survey
ā¢ Web Analytics
29
30. ļµ Ask āSo What?ā 3 times
ļµ Rank everything from worst
performing to best performing
ļµ Compare to last month, last
quarter, 13-month average
ļµ Move resources from what
isnāt working to what is
working
ļµ Be data informed, not data-
driven
Step 6: Research without insight is just trivia
Page 30
30
31. Photo Event
High Engagement Index
Resource Use
Low
High
Medium
Veryhigh
Level of Engagement
VeryHigh
Medium
High
Low
High Resources
Low Engagement Index
Low Resources
Webinar
Status update
Link
Ultimate
Road Trip
Google + Chat
Media Day
Corporate Video
What gets the most bang for the buck?
Resource Use
Low
High
Medium
Veryhigh
VeryHigh
Medium
High
Low
Webinar
Status update
Link
Ultimate
Road Trip
Google + Chat
Media Day
Corporate Video
31
32. What Worked:
What Didnāt:
What we will do next:
Employee Communications Dashboard
Program YTD 2012 Q1 2013 YTD 2013
Increase in āengagement
scoreā in pulse survey
50 76 +ļ26% 76 +ļ26%
% increase in employees
proud to work with score
1% 2%ļ +1 2%ļ +1
% increase in of
employees who
participate in extra effort
action/volunteer
1% 2%ļ +1 2%ļ +1
% of employees agreeing
that they have a clear
understanding and are
informed of how work
contributes to corporate
goals
50& 76 +ļ26% 76 +ļ26%
% decline in Absenteeism 49% 30% ļ +19 30ļ +10
0
10
20
30
40
50
60
0
10
20
30
40
50
60
70
Jan Feb Mar Apr May June July Aug Sept October Nov Dec
Employee Engagement vs Sentiment Over Time
Employee Positive Sentiment Employee Engagement Index
33. What people are doing with metrics
ļµ Saving over $2 million in IT costs
ļµ Demonstrating communications impact on
organizational goals
ļµ Ensuring consistency between external and internal
communications
ļµ Demonstrating impact of employee engagement on
recruitment
ļµ Demonstrating impact of employee engagement on
profits
33
34. Want more Internal Comms knowledge?
ļµ Check out the following articles we recently published in
The Measurement Advisor newsletter:
ļ® ā5 Steps to Measure and Improve Communications with Your
Employeesā
ļ® āWhy You Need to Integrate Internal Communications Into Your
Measurement Dashboard Nowā
ļ® āBest New Communications Measurement Tool of the Month:
Bananatagā
ļ® āThe Essential Toolkit for Internal Communications Measurementā
Please note: Some articles in this list/the newsletter are premium content which
means they require a paid subscription to read. Get 30 days for free, then itās
only $9.99 per month for complete access to all content! Details here.
34
35. Thank You!
ļµ For more resources on measurement, check out Paine
Publishingās Measurement Mall
ļµ For any questions, email me at
measurementqueen@gmail.com
ļµ Follow me on Twitter: @queenofmetrics
ļµ Follow Paine Publishing on Facebook
ļµ Or call me at 1-603-682-0735
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