MeasurementWithout being able to bring critical data, insights and KPIs to the leadership table, the struggle continues. Having access to tools that can give you these insights is critical.

01. What is your big aspiration?

02. What are your values or top 3 golden rules?

03. Where are you now?

04. What will success look like in the long term?

05. What opportunities do you have to process?06. What risks do you

face that may hold you back?

07. What are your three mid-term priorities?

300%

According to studies, strong employee engagement, of which internal communication is a key component can lead to 300% faster profit growth, 87% more employee retention and 200% higher customer loyalty!

Employee engagement is known to have a variety of positive impacts on the organization

higher customer loyalty

more employee retention

Taken from a blog post: Strategy On A Page (SOAP) - Andrew Blacknell

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Communicators are settling for what they can measure not what they should measure.

Engagement metrics, (open & click rates) are available to less than half!

Measurement is vital to getting IC a seat at the strategic table.

Without measurement, the effect of IC can often be misunderstood or underestimated

*Survey - Newsweaver & Melcrum - Emerging trends and the use of technology.**Gatehouse State of the Sector Survey 2016***Taken from a Gallup study on employee engagement in the United States of America****UK Government Research: Engaging for Success: Enhancing performance through employee engagement by David Mac Leod & Nita Clarke.. Stats also from Inside Insight - VMA GroupBlog post by Andrew Blacknell

Current Trends in MeasurementA suprising number of Internal Communicators still have no form of measurement. Measurement helps keep you afloat, without it you could be sinking without knowing!

faster profitgrowth 200% 87%

www.newsweaver.comtwitter.com/newsweaver_ic

www.newsweaver.com AliveWithIdeas.com

of Internal Communicators admitted to having NO strategy in place!

INTERNAL COMMUNICATIONS MEASUREMENT & STRATEGY

Survey - Gatehouse - State of the Sector 2016

Do YOU have a formal internal communications (IC) strategy, if yes how frequently is it reviewed?

36%

Do the employees in your company understand the organization's strategy?

Within your organization, does IC have a voice at the top table?

BREAKING THE BARRIER

OF INTERNAL COMMUNICATIONS

INTERNAL COMMS

25%Annually

24%Upon Request

*4%Monthly

1%Never

*18%Quarterly

28%Every 6 Months

33%say

they do

67%say they

don’t

77% of Internal Communicators say that enabling employees to understand strategy is their most important job. However, without measurement it is impossible to know if this is being achieved.

Andrew Harvey, Director of Internal Communication, VMA Group

How to design a strategyStrategy on a Page (SOAP)

Strategy is the foundation of any well structured Internal Communication plan. SOAP is designed to clarify the organization's purpose through seven questions designed to get your strategy on a page. Linking the organization's purpose and strategy with your internal communications strategy is key for engaging employeess. It is a demanding, time-consuming exercise but it is powerful and fruitful!

Communicators who align their communications strategy to their organization’s strategy are more likely to have a seat at the top table!

71%

of US employees are not fully engaged.***

of Internal Communicators are satisfied with their ability to measure!*

Only 16%

Survey - Inside Insight - VMA Group

STRATEGY…

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*12%of IC are not measuring anything!

Taken from a Gallup study on employee engagement in the United States of America.

UK Government Research: Engaging for Success: Enhancing performance through employee engagement by David Mac Leod & Nita Clarke.

Internal communications should be reviewed Quarterly (18%) or Monthly (4%)

Only 64% of Internal Communicators have a strategy in place

Of this 64% only 22% review it frequently enough!

65%say yes

35%say no

2016

By failing to develop and regularly review a strategy, these teams are essentially setting themselves up to fail.

Andrew Harvey, Director of Internal Communication, VMA Group