barbara fagan smith iabc houston presentation on measurement, oct. 2013 - for distribution
DESCRIPTION
2013 IABC Southern Region Houston Mini-Conference presentationTRANSCRIPT
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Welcome"We Have Metrics on This?" Building Executive Support withMeasurement
Barbara Fagan-Smith
IABC Southern Region
Mini-Conference
October 25, 2013
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Value of measurement
• How you are performing in support of the business objectives
• How you are performing in support of your communication objectives
• How you are performing in comparison to peers
• What you need to do more of, less of and differently
Understand:
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Actual financial savings or gains
Changes in program success metrics
Increase in participation, usage and activity
Knowledge, perception change
Hits, views, attendance
How did it impact the bottom line?
Did the actions have the desired impact?
Did the audience receive the message?
Level 5 Financial Impact
Level 4 Business Impact
Did they take action? Level 3 Application/Behavior Change
What did they learn?
Level 2 Knowledge Transfer
Level 1 Access/Usage
Levels of measurement for communication
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How we measure
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What we measure
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4-step process to measure communication
Identify what should be measured
2 Identify current metrics
3 Create measurement
strategy
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Define communication
success
1
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Dashboards
Insert image of navigation dashboard
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• What do you hope to accomplish?
• Who is the audience?
• How will it be shared?
• What actions will emerge from the information?
• What categories of information are interesting?
• Business objectives
• Communication objectives
• Employee engagement
• Channel and vehicle performance
• Employee satisfaction
Communication dashboard questions
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1. Identify what data and information you want to track
2. Determine what data you currently have access to and what data you need to collect
3. Decide how you will collect new or additional data
4. Determine how you will assemble, design, update and maintain the dashboard
Steps to build a dashboard
Based on your measurement strategy:
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The ROI Communication Benchmark
An annual survey that measures the scope and effectiveness of employee communication at the world’s leading companies and the impact of such communication on their financial performance.
The study’s goal is to help companies quantify, understand and increase the impact of their employee communication to deepen engagement and improve business results.
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2013 participants
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The ROI Employee Communication Model™
A strategic planning and management framework that helps organizations improve the performance of their employee communication function.
Three core areas critical to employee communication
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Structure Skills
Support
Leader and Manager Communication
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Governance and Oversight
Role of the Employee
Communication in the
Organization
Communication Infrastructure
Internal Social Business
Measurement
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Open Communication Culture
Message Type and Quality
Trust and Engagement
Information Sharing and Feedback
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Outcome variables
Identify which elements of employee communication have the greatest impact on company performance
We only reported data with a statistically meaningful relationship
Our approach to the analysis
Survey data
3 Areas of Focus Leader and Manager Communication Communication Infrastructure Open Communication Culture
10 Categories Trust and Engagement Message Type and Quality Information Sharing and Feedback Governance and Oversight Social Business, etc.
60 Survey Questions My company has a robust employee
communication measurement program. Senior leaders regularly talk with and
listen to employees. Managers provide recognition and
appreciation for a job well done., etc.
Predictor variables
Collected data Revenue Change in Revenue Profits Change in Profits Earnings per Share Total Return to Investors
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Ratio of Employee Communication Professionals Per 10K Employees
ROI Communication Benchmark – staffing and budget data
Lowest Highest
.16.2
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6.2 : 10K Employees 62 : 100K Employees
0.1 : 10K Employees 1 : 100K Employees
25 : 10K Employees 250 : 100K Employees
Average budget per 10K employees is $421,352
Average
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ROI Communication Benchmark – key findings
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ROI Communication Benchmark – key findings
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ROI Communication Benchmark – key findings
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ROI Communication Benchmark – key findings
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ROI Communication Benchmark – key findings
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Trouble for managers
Managers understand their communication roles and responsibilities.
The employee communication team is actively involved in communication training for managers.
Managers regularly ask employees for their opinions.
Communication effectiveness among people managers is a meaningful part of the performance management process.
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We improve what we measure
Communication Infrastructure
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Internal social business tools are not supported or measured for effectiveness
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ROI Communication Benchmark results by rank
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Overarching recommendations
Invest in your employee communication staff
Strengthen leader and manager communication systems, training and accountability
Measure your overall communication effectiveness
Do a custom report to see how you compare with the benchmark
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Register for the 2014 survey – IT’S FREE!!
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1. Understand what your leaders care about 2. Identify communication goals that support the business goals3. Develop a measurement strategy4. Create a dashboard
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Thank YouBarbara Fagan-Smith
(831) 430-0170 office(415) 298-3411 mobile
www.roico.com