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Key questions for surveys and benchmark data

Key questions for surveys and benchmark data. 13 June 2012 | Paul Roberts. Paul Roberts Managing Director, Ibis Communication and co-founder of ICEmarq ™. Some observations. Measurement is often acknowledged as important, but it’s not necessarily prioritised

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Key questions for surveys and benchmark data

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  1. Key questions for surveys and benchmark data 13 June 2012 | Paul Roberts

  2. Paul RobertsManaging Director, Ibis Communication and co-founder of ICEmarq™

  3. Some observations • Measurement is often acknowledged as important, but it’s not necessarily prioritised • High level questions about communication are often included in annual staff surveys – that are run by HR • Time and budget are perennial barriers, though often this is more about perception than fact • Uncertainty about what, how and when to measure

  4. Who’s done what (and why)? • Demonstrate value • Force decisions about what is vital Some popular reasons why: Planning • Assess progress • Deploy resources where needed most Assessment

  5. Whatyou might measure Possible issues Area Benefits Behaviours Links communications to ends not means IC doesn’t own behaviours or control all relevant factors

  6. Whatyou might measure Possible issues Area Benefits General perceptions Perception is reality! Can be too high level to be genuinely useful [Organisation] provides sufficient opportunity for two-way communication in This feels lukewarm, can we unpack this? 46

  7. Whatyou might measure Possible issues Area Benefits Messages or campaigns Focuses very clearly on outcomes Clarity and connection? I can explain what [the values] are. Okay, but do they understand and support the values? 61

  8. Whatyou might measure Possible issues Area Benefits Line manager / leadership communication Face to face is key IC can’t fully own this interaction Team meetings in my area are generally worthwhile. How much leverage does IC have here? 19 21

  9. Whatyou might measure Possible issues Area Benefits Channel usage Proof of the pudding is in the eating! Usage doesn’t equate to benefit Usage is up! Everyone loves a green arrow that points up. But is it always good?

  10. Whatyou might measure Possible issues Area Benefits Channel value or perception Yields useful feedback to help you develop a channel Risks missing the bigger picture It is important to have a regular printed magazine or newsletter. This is double the figure for staff! Why does this matter more to leaders? Is this really that key? 33

  11. Whatyou might measure Possible issues Area Benefits Readiness Helps you plan the roll out of new interactive channels May not equate to actual behaviour … please state the extent to which you believe having social features like these internally offer potential for improving the way we communicate and collaborate. c40% see significant value, yet many organisations struggle to obtain a similar adoption rate 36

  12. Whatyou might measure Possible issues Area Benefits Preferences Helps you plan future communication priorities May not equate to actual behaviour An industrial workforce A mainly white-collar workforce 33 56 But did they actually read things?

  13. How you might measure Possible issues Approach Benefits Surveys Focus groups and interviews Analytics • Increasingly easier to run • Many ways to sample an audience • Great for building indicators • Easy to grasp headline results • Great for uncovering drivers • Great for surprising you! • A chance to test your ideas too • Based on behaviours not opinion • Increasingly easier to get reports • Can be tuned to look at outcomes • Survey fatigue • Poor at uncovering drivers • Pressure to game the results • Time and resource intensive • Vulnerable to topic hi-jacking • Can generate expectations • Almost impossible to retro-fit • Can be hard to see real success • Pressure to focus on traffic

  14. Some basic rules • Only measure what you can influence • Build quantitative and qualitative research into your measurement programme • Measure at intervals that allow you enough time to change course • With quantitative data, focus on top and bottom box scores when analysing results • Approach your programme from the perspective of your audience

  15. About ICEmarq™ The data contained in this presentation comes from ICEmarq™ which is a new internal communication measurement service co-founded by Paul Roberts and Alan Richardson. You can find out more about it at www.icemarq.com or call 0203 1707 085 for more information. Paul or Alan are also very happy to set up a demo for anyone interested.

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