2. Develop an evaluation plan

Your plan should consider the following:

Measuring communications

Measuring communication

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How to evaluate high-level objectives – using the four Engage for Success priorities as an example:

(a) Engage for Success – visible empowering leadership

Providing a strong strategic narrative about the organisation, where it’s come from and where it’s going.

Examples of metrics that could feed into the objective:

  • Hits on intranet news stories (number of downloads)
  • Forums (participation rates/effectiveness)
  • Team briefings (percentage of staff who understood the briefings)
  • Clarity of communications (percentage of staff understanding internal messages)
  • Leader visibility (number of staff having face-to-face briefings with senior managers)
  • Support from staff for the values and vision of the organisation

(b) Engage for Success – Engaging managers:

Focus their people and give them scope, treat their people as individuals and coach and stretch their people.

Examples of metrics that could feed into the objective:

  • Face to face briefings (percentage of staff who accessed the online briefing pack)
  • Team briefings (number of staff having face-to-face briefings with line-managers)

(c) Engage for Success – Employee voice

There is employee voice throughout the organisation, for reinforcing and challenging views, between functions and externally. Employees are seen as central to the solution.

Examples of metrics that could feed into the objective:

  • Staff ezine / bulletin hits (percentage of staff who accessed the online briefing pack + feedback on the channel)
  • Feedback (percentage of staff feeding back + quality of feedback) e.g. communications focus groups

(d) Engage for Success – Organisational integrity

There is organisational integrity – the values on the wall are reflected in day-to-day behaviours. There is no ‘say–do’ gap.

Examples of metrics that could feed into the objective:

  • Acting on feedback (percentage of responses to staff feedback + quality of these responses)

You cannot evaluate if clear/SMART communication objectives are not in place

You need to think about any other interventions or external factors that may affect the success of your communications activity, and consider factors that could impact on both the overall departmental objective and more specifically on the communications.

  • The target audiences, including any intermediaries you may be using to pass on your message (e.g. line managers)
  • Map out how you expect the activity to work. What will staff think, feel or do as a result of the communications and if intermediaries are being used, what role will they play? Mapping will help you set the key performance measures required for the evaluation
  • There are five standard performance metrics required for the evaluation of communications:
  • If you are using intermediaries such as line managers to reach staff you should consider evaluation in two stages: a) how effectively you engaged the intermediary and b) the impact on the end audience of what the intermediary did. Use the same standard model of performance measures at each stage
  • Once you have an agreed set of performance measures for your activity then identify KPIs (key performance indicators) and set targets for these
  • Ensure your evaluation contains a range of measures from each of the categories

Develop your evaluation plan as soon as your strategy is in place.