Key questions for surveys and benchmark data

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

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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 - PowerPoint PPT Presentation

Transcript of Key questions for surveys and benchmark data

Page 1: Key questions for surveys and benchmark data

Key questions for surveys and benchmark data

13 June 2012 | Paul Roberts

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

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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

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Who’s done what (and why)?

Some popular reasons why:

Force decisions about what is vital

Deploy resources where needed mostAssess progress

Demonstrate value

Planning

Assessment

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What you might measureArea Benefits Possible issues

Behaviours Links communications to ends not means

IC doesn’t own behaviours or control all relevant factors

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United Kingdom

Neither agree nor disagree Disagree Strongly disagreeAgree Strongly agree

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What you might measureArea Benefits Possible issues

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?

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Staff (no reports)

Neither agree nor disagree Disagree Strongly disagreeAgree Strongly agree

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What you might measureArea Benefits Possible issues

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?

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Retail

Neither agree nor disagree Disagree Strongly disagreeAgree Strongly agree

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What you might measureArea Benefits Possible issues

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?

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What you might measureArea Benefits Possible issues

Channel usage Proof of the pudding is in the eating!

Usage doesn’t equate to benefit

Visited the site

Put items in the shopping basket

Paid!Usage

is up!

Everyone loves a green arrow that points up. But is it always good?

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Director / Senior Manager

Neither agree nor disagree Disagree Strongly disagreeAgree Strongly agree

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What you might measureArea Benefits Possible issues

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?

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Private Sector (500+ employees)

Huge value Plenty of value Minor value No value

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What you might measureArea Benefits Possible issues

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

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Read only

Hear / see

Discuss with team

Discuss online

An industrial workforce A mainly white-collar workforce

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What you might measureArea Benefits Possible issues

Preferences Helps you plan future communication priorities

May not equate to actual behaviour

But did they actually read things?

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How you might measureApproach Benefits Possible issuesSurveys Increasingly easier to run

Many ways to sample an audience Great for building indicators Easy to grasp headline results

Survey fatigue Poor at uncovering drivers Pressure to game the results

Focus groups and interviews

Great for uncovering drivers Great for surprising you! A chance to test your ideas too

Time and resource intensive Vulnerable to topic hi-jacking Can generate expectations

Analytics Based on behaviours not opinion Increasingly easier to get reports Can be tuned to look at outcomes

Almost impossible to retro-fit Can be hard to see real success Pressure to focus on traffic

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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

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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.