Internal communication surveys are conducted yearly and may include additional questions to provide insights into communication effectiveness. It is important to measure awareness, attitudes, and knowledge before and after major communication efforts and initiatives to assess their impact. Regular measurement helps communicators understand shifting attitudes over time and tailor messages appropriately. Specific events can also be measured through temperature checks and pulse surveys to collect feedback. Key performance indicators should be benchmarked and tracked over time to identify emerging issues. Communication measurements may include reach, understanding, behavior changes, and impact on business goals. Both quantitative and qualitative methods can be used.

1. Satisfaction and engagement surveys are generally carried out yearly and may carry additional
questions to supply some insights to the effectiveness of communications.
Prior to some special communications effort. In order to best comprehend the impact of
communications, it is critical to quantify (awareness, attitudes, knowledge etc) before an effort.
Following a significant communication or effort. It's important to assess the effectiveness and impact
of initiatives and critical communications programs. This enables internal communications to be
tailored by you to make sure they are successful and delivering quantifiable business value.
At periods to track attitudes. Regular measurement helps communicators to estimate the ever
shifting attitudes and feelings inside an organization and to tailor messages to make sure they're
proper for their audiences.
Temperature checks and beat checks during and after specific events provide an insight to the
dilemmas and challenges also to collect feedback on specific issues.
At intervals to benchmark and course against KPI's. Measuring often against mark and tracking
trends over time offer an early warning of issues that will go undetected until they have escalated
farther.
What to Measure?
Determining which areas of communicating to measure will be dependent on the organization's
particular business and communication objectives. A few examples of communications
measurements that are useful comprise:
Baseline communication measurements prior to communicating can measure; existing knowledge,
attitudes and behaviours of workers, as well as ascertaining the existing advice accessible, how
simple it really is to find, the present communications stations available and to identify other factors
influencing attitudes and behaviors.
Communicating measurements that are practical
Following campaign or a communication,
practical features of communication ought to
be quantified. Comparisons are useful.
Additional measures can comprise; the number
and kinds of messages sent, timing of
messages, message cut-through / reach,
station appeal and effectiveness, crowd
satisfaction with content (types, volume etc).
Things to Measure - Measuring Impact
Measuring of the impact communicating is a critical measure and measures can comprise:

2. Audience perception measurements including variables like; % and forms of messages received,
communications remembered. Were messages viewed as relevant, consistent and credible? Were the
messages understood? How well do workers feel they're being supported? Do employees understand
precisely what needs to occur as a result of the communication(s)?
Change in Behavior
The aim of most internal communicating will be to alter the attitudes and behaviors of workers.
Thus, it is valuable to identify and quantify factors like; What altered? What's now different?
Impact on company goals / Results
Communication measurement should enable Internal Communicators to quantify the effect of
communications on company objectives. For example:
The quantity of workers (following its promotion)
The shift in attitudes involving the proposed effect of increased customer retention and customer
service
The quantity of usable suggestions submitted via an employee proposition initiative (and the fiscal
worth of the suggestions)
Isolating the impact of communication
It can sometimes be difficult to isolate the effect of communicating versus other variables also
communication doesn't happen in a vacuum (incentive schemes, new product launches, factors
external to the business and so on). Possible options include:
Communications control groups (isolating a group, including one distant place, and never
communicating them about a particular initiative or aim, then looking at their activities differ from
groups has been conveyed with by you)
Assessing the change in behaviour with regard to a small business target that was conveyed well,
versus a company goal with no communication or little
Estimate the % effect of communications versus other factors that are affecting.
Computing the financial value of communication
Calculations of the fiscal value of communicating will, at best, be estimates. Nevertheless, it's still an
important part of communication measurement as it can demonstrate powerful internal
communication's tremendous worth and starts a conversation with senior supervisors too.
Look at the impact of an effective crisis communication response that is internal. A comparison
might be manufactured against a situation (internally or within the same organization) which was
not handled as well, and quantifiable value attributed to factors such as:
Quantity of customers retained
Retention of good staff who might have left

3. Tools to help the Measurement of Internal Communication comprise:
Desktop quizzes and surveys. Aside from in depth on-line or paper based surveys, pop-up desktop
surveys and quizzes can offer benchmarking capacity and added measurement throughout the entire
year.
Motivators. A prize incentive can support staff to engage in a quiz or survey.
Qualitative Communication Measurement
Qualitative techniques can comprise:
Free form replies in surveys.
Focus groups
Discussion forums. Although face-to-face interviews and focus groups in many cases are the
smartest choice for qualitative communication measurement, internal social media may be a good
addition or replacement. Set worker discussion forums up to investigate particular issues. Monitor
comments produced in discussion forums to collect qualitative measures of how workers are
thinking feeling and behaving
Avoiding Survey Bias
Avoiding non- self select prejudice or response. When surveys rely on workers to choose in or 'self
select', you may mostly hear from people or the squeaky wheels having an agenda moving them to
participate. A desktop computer survey tool can provide return, random sampling and escalation
alternatives to help Employee Conflict ensure that representative internal communications
measurement data is gathered from across the business.
Control groups. Identify survey responses from control groups and hence to compare and assess the
impact of inner communications campaigns.
For some kinds of questions, e.g. "Where did you hear about XXX from?" or "What factors affected
your choice" providing single answer alternatives can skew results. In these instances, provide
multi-select answer options.
Comparisons. Assess the impact of communications on folks who viewed a special communications
against those who did not.
Time's impact . Remember therefore if communication campaigns must be compared with one
another, rates will fall over time, communications measurement has to be performed at exactly the
same time period after each and every effort. Ensure that communications measurement is
performed after each effort at a regular time.
Supplying context to get survey or a quiz. Context needs to be given for survey or a quiz. For
instance, a merchandise knowledge quiz without context might cause workers maybe work more
difficult to ensure they supply the correct answers and to be worried about the purpose of the quiz.
Encouraging Survey Participation

4. Boosting the survey to support involvement. The higher survey contribution rates are, the more
statistically accurate and useful the results will be. Use innovative internal communications channels
including; desktop alerts, scrolling background feeds, user and screensaver messaging created staff
magazines to raise the profile of surveys and encourage engagement.
Communicating survey findings and actions being taken. Employees are much more likely to
participate, when they think the output signals from staff surveys will likely be constructively used.
So, ensure that survey outcome and also the resulting activities being taken are well conveyed to
staff. Screensaver messages, newsfeeds and posts in the staff magazines are great ways get
messages across becoming buried in e-mail in boxes.