After making the sometimes arduous decisions of which internal communications channels and programs are the best for your organization, the question of “Is it working?” lingers for comms professionals.
There are two viable measurement methods for answering that question.
First there isthe quantitative data, which comes in the form of metrics and analytics gathered from your organization’s use of email, intranet pages, mobile pages and other communication tools. Qualitative data will tell you how many employees are reading an email message or regularly utilizing your intranet site. What that doesn’t tell you is why, and that’s is where qualitative data comes in.
Qualitative data is the internal communications feedback you get direct from employees by conducting surveys and focus groups. Qualitative data, using properly formed questions, can tell you why employees participate or now, and how they feel about the channel, program or campaign.
While surveys and focus groups are equally worthwhile methods of gathering qualitative information, each one achieves different things. Quantum Workplace points out the difference:
Often the employee survey itself simply uncovers weaknesses and strengths, but it doesn’t always point to action steps for improvements. This is the next part of the conversation and where employee focus groups can provide insight on how to improve employee engagement.
A broad survey of hundreds or thousands of people can often serve as a starting point for digging deeper using focus groups of 10 to 12 employees, Quantum Workplace’s article suggests.
The Society for Human Resource Management has provided a detailed, six-step outline communicators can use to set up an employee focus group, starting with choosing a purpose statement, through developing questions, to selecting a facilitator, inviting participants, holding the actual meeting, and then analyzing the findings.
SHRM’s guide suggests that “a productive focus group is much more than a chat session,” and requires care and planning to make sure the results are useful.
Surveys, likewise, require careful planning. The way a question is worded will impact not only the answer, but how participates feel. In many ways, communicators must consider the tone of a survey just like they do other communications. According to Custom Insight, “communicating and establishing trust will also increase the survey response rate as well as the candor of the responses.”
Like SHRM’s focus group guide, Custom Insight provides a planning guide for surveys, with tips for alerting employees that the survey is coming, then combing the results for information that can improve internal communications.
In a post on his blog, internal communications expert Shel Holtz notes that it’s important for communicators to not just ask employees about tools and features they currently use; they should describe possibilities that could come in the form of new tools:
If the responses come back pointing toward a mobile app or mobile version of an internal social network, you’ll know all you need to: You’ll know that employees don’t yet know what delivery mechanism they want. It is up to internal communicators to make that mechanism available.
Surveys and focus groups go hand-in-hand. According to Quantum Workplace, employees who receive follow-ups after a survey (possibly in the form of a focus group) are 12 times more engaged than those who have no follow-up.
To learn more about how communicators are measuring their communications efforts, download PoliteMail’s 2016-2017 Internal Communications Survey Results.