Transcript employee performance

Best Practices for Measuring
Communication Effectiveness
March 19, 2010
Panelists
Sheryl Lewis
Geoff Ivey
Genevieve Haldeman
Ira Gottlieb
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About ROI Communication, Inc.
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Communication Matters
And we are passionate
about it
We are
ROI Communication
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“Half the money I spend on
advertising is wasted; the trouble
is I don’t know which half.”
John Wanamaker
US department store merchant (1838 - 1922)
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An evolving view of communication
From
To
Intuitive
Scientific
(based on social science knowledge
drawn from psychology, social learning, etc.)
Author-centric
(what the author or organization wants to say)
Audience-centric
(what the target audience receives,
understands and accepts)
Output-oriented
(production and processes such as press
releases, events, newsletters)
Outcome-oriented
(effects)
Source: “The Fork in the Road of Media and Communication Theory and Practice,” Dr. Jim Macnamara, June 2007
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Communication options: what’s most valuable?
Desk Drops
Posters
Text Messages
Voicemail
Intranets
Pulse Surveys
Blogs
Journey Maps
RSS Feeds
Town Hall Meetings
Manager Toolkits
Social Networking
Newsletters
Twitter
Speeches
Satellite Networks
Bulletin Boards
Facebook
Employee Meeting
Print Collateral
Webcasts
Chat Rooms
Discussion Boards
Kiosks
TelePresence
Podcasts
Video
Email
Instant Message
Wikis
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Why measure?
• Current economic situation demands it
• Drives discipline and clarity around goals
• Provides understanding of your audience
• Determines what’s working and what’s not
• Helps fine-tune your communication strategy & tactics
• Moves communication professional into the driver’s seat
Measurement Drives Change
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Levels of Measurement
Level 5
Financial Impact
How did it impact the
bottom line?
Level 4
Business Impact
Did the actions have
the desired impact?
Level 3
Application/
Behavior Change
Did they take action?
Level 2
Knowledge Transfer
What did they learn?
Level 1
Access/Usage
Did the audience
receive the message?
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ROI Communication Scorecard™
Elements of
Communication Effectiveness
Understanding and
alignment with
business goals
Effective leader
and manager
communication
Open communication
culture
Linked to employee
performance
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Geoff Ivey
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Measurement
• Measurement is about understanding outcomes
– “What if I do ________?”
– “What effect would ________ have on my business?”
• Measurement is about taking action
– “How should I change as a result of knowing ________?”
– “What should I stop or start doing to have an impact on _______?”
• Measurement articulates the impact you have on the business
– “As a result of running this program, _________ happened.”
– “We delivered an ROI of ________.”
Measurement needs to do more than report the past. It must
help with decision making and change… Or, why do it?
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Measuring Success
Stock
Communication
Option
And Program
Exchange
Effectiveness
Program
Channel
Effectiveness
Employee
Engagement
Reach
•
Readership of articles, push email and
intranet content
Targeting
•
Reaching full-time and part-time employees
with stock options
Conversion
•
Click through to decision tool and completion
of decisions
Satisfaction
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Feedback from roadshows, open forums,
small-group sessions, social media channels
(anecdotal, qualitative)
Beliefs
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Setting organizational goals
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Logistics
• Plan for measurement / indicator reviews
• Avoid over-surveying employees
– Schedule
– Managing your employee samples
• Use tools that help you share surveys, data and employee samples
• Always follow up with survey respondents
– Thank you
– Summary survey results
– Plans
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Genevieve Haldeman
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Symantec’s
Roadmap for Success
Periodic
Surveys
Symantec
Fundamentals
Continuous Measurement:
• Victory Plan metrics
– Based on Symantec
Fundamentals
– Tied to fiscal year
objectives and individual
performance goals
Periodic Surveys:
Vision, Mission,
Values,
Strategy, Objectives
• SymPulse Employee Surveys
• Internal Communication
Effectiveness Surveys
• Senior Leaders Meeting and
Company-Wide Rollout Team
Meeting Surveys
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Victory Plan
• Key tool for all 17,500+ employees to execute against
aligned targets across the company; metrics divided into
four equally weighted areas:
– Business Results (25%)
– Customer & Partner Loyalty (25%)
– Employee Engagement (25%)
– Operational Excellence (25%)
• CEO Victory Plan = core operating plan for the company; sets the course
and establishes fiscal year objectives to ensure the company is focused on
the right activities to drive success
• Each business segment accountable for having its own more specific
Victory Plan, identifying how each team will execute against overarching
corporate strategy
• Latest results announced during Quarterly All-Hands Meetings
– Executive team plans and quarterly results posted on intranet
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Survey
Measurement Details
Survey
•
SymPulse Employee Survey
Purpose
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Give all 17,500+ global employees a voice and gather data needed to enhance:
•
–
Employee engagement
–
The work environment
–
Customer loyalty
–
The company’s business performance
Measure employee engagement through Employee Net Promoter Score (ENPS)
–
Performance
Attributes
Key Learnings
•
Calculated by asking, “Overall, how likely are you to recommend a friend or colleague to work for Symantec?”
Major survey categories and key drivers of employee satisfaction:
–
Company: Recommend (ENPS), Climate of Trust, Ease of Doing Business
–
Customer: Work Impacts on Customer
–
Career: Overall Satisfaction
–
Recognition and Rewards: Overall Satisfaction
–
Manager: Overall Satisfaction
–
Environment: Overall Satisfaction
•
Semi-annual survey results are trending higher than initial SymPulse Survey benchmark in 2008
•
Start first with the employee experience, which then drives customer and partner loyalty
•
SymPulse results help drive focus areas from communication point of view
•
Beneficial to use SymPulse Survey data in conjunction with other measurement and evaluation efforts
to demonstrate progress with corporate initiatives (e.g., understanding of corporate strategy)
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Survey
Measurement Details
Survey
•
Internal Communication Effectiveness Survey
Purpose
•
Assess Enterprise Product Group internal communication (IC) needs and preferences, and then
develop an effective IC strategy based on survey findings
–
•
Currently conducting similar surveys with Finance and EMEA (Europe, Middle East, Africa) region
employees
–
Key Learnings
A relatively new organization of 3,600 employees (primarily engineers) within Symantec
Considering company-wide adoption of an internal communication effectiveness survey
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Immediate manager viewed as most credible communication source (45.7%)
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Top three communication preferences:
–
Email (67.4%)
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Department meetings or individual meetings with manager (45%)
–
EPG Quarterly All-Hands Meetings (44.1%)
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Survey
Measurement Details
Survey
•
Senior Leaders Meeting and Company-Wide Rollout Team Meeting Surveys
Purpose
•
Measure effectiveness of annual:
Key Learnings
•
•
–
Senior Leadership Meetings (SLMs) hosted by CEO to set direction for the year and lay foundation for companywide communication cascade
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Company-wide rollouts designed to align all 17,500+ employees with Symantec’s vision, values, and strategy tied
to fiscal year objectives
2007-2009 in-person SLMs had highest overall effectiveness scores and survey response rates
compared to virtual leadership event held in 2009 using live streaming video technology
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Smaller, in-person meetings (200 senior leaders or less) are more engaging than virtual events with extended
leadership team of 600
–
Greater survey participation with hard-copy surveys handed out and collected at conclusion of in-person SLMs
versus online survey for virtual leadership event
Company-wide rollout continuity demonstrated past three years is proving effective
–
•
Organization now expects this, and managers holding more engaging team meetings using customizable online
toolkit materials with suggested discussion questions
Survey scores on key areas of focus – management team direction and company strategy – are
steadily improving
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Ira Gottlieb
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Employee Comm:
What Do Employees Want?
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Commitment
1
How can
I help?
Vision, mission,
strategy
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Where are
we headed?
Job responsibilities
What is
my job?
How am
I doing?
2
Feedback,
performance
review, coaching
Does
How’s my
unit doing? anyone care?
Measurements,
regular updates
from manager
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3
Listening, recognition
Employee commitment is “earned”
…only after basic needs are met
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What Research
Will Help Us Do
• Results of surveys and focus groups will enable us to:
– Fill information gaps
– Focus messaging and communication activities specifically on current employee
issues
– Target communication to address the needs of a particular SBU
– Determine needs for communication training, coaching and tools for managers
and leaders
– Identify the most and least effective communication tools and practices in
reaching employees, fostering employee engagement and changing behavior
The goal of this research is to understand TSP’s current
state and what needs to change to meet our objectives –
and we need data to reach that goal.
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Research Methodology
Online Survey
Focus Groups
• 52% response rate (+8 point change from 2008)
• 15 focus groups: 13 in-person, 2 phone
• 2,794 of 5,401 employees completed survey. All employees with email
invited to participate.
• Manager and Individual Contributors
• All five SBUs. Electronic Security Solutions*, Life Safety, Fire
Suppression, Fire Detection, Sensormatic Retail Solutions
• Multiple Geographic Locations: APAC
(Shanghai, Singapore, and phone w/
Australia); Americas (Lexington MA,
Westminster MA, Cranston RI, Monroe NC,
Boca Raton FL, Marinette WI, Toronto
Ontario); EMEA (Letchworth UK, Sunbury UK,
phone w/ Belgium, France, Germany, Ireland,
Netherlands, Spain)
• One pilot group of manufacturing employees surveyed in Monroe, NC
(results reported separately)
• Three Demographic Breakouts. Geographic Location: APAC, Americas
and EMEA; Job level: Director, Manager and Individual Contributor;
Gender: Male, Female
• Translated in seven languages: German, Spanish, French, Italian,
Chinese, Korean and Dutch
• All SBUs
• August 31-September 15
• 58 questions: 46 multiple choice: 13 dual-response (TSP/SBU) and
31 single-response, one open-ended
• 5 point rating scale, from totally agree to neither agree/disagree to
totally disagree. Results are aggregated in favorable, somewhat
favorable and unfavorable scores.
• Administered August 3-12
* Electronic Security Solutions results were also compiled for ACVS and Intrusion Security separately.
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What We Measured
These key indicators of communication effectiveness were measured at both the TSP
and SBU level. In 2009, questions on Diversity & Inclusion, Ethics, TSP Portal, Core
Values and leadership training were also added.
To what extent do
employees understand the
business, including the
company’s strategy and
performance, and see the
connection to what they do
in their jobs.
To what extent is
communications across
the organization timely,
two-way, accessible and
collaborative?
Understanding
and alignment with
business goals
Effective leader
and manager
communication
Open
communications
culture
Link to employee
performance
How effectively do senior
leaders and managers
communicate with
employees?
To what extent do
communication programs
and processes enable
employees to perform well
and have a positive impact
on external customers?
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TSP Overall – Scorecard
Category Scores
ROI Communication Scorecard™ Elements
2008
2009
Change
Understanding and Alignment and Business Goals
64%
66%
+2
Effective Leader and Manager Communication
61%
64%
+3
Open Communication Culture
52%
58%
+6
Linked to Employee Performance
64%
66%
+2
Overall Communication Effectiveness
60%
64%
+4
All scores are reported as percent favorable (Strongly Agree + Agree)
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Scorecard Benchmark
• Tyco Safety Products scores below the benchmark average on three of five scorecard elements,
with the biggest gap in understanding and alignment with business goals.
• In overall communication effectiveness, TSP scores slightly above the average.
Scorecard Dimention
TSP
Low
Avg
High
Understanding and alignment with business goals
66%
62%
72%
85%
Effective leader and manager communication
64%
59%
65%
74%
Open communication culture
58%
49%
61%
71%
Linked to employee performance
66%
59%
66%
76%
Overall communication effectiveness
64%
49%
61%
72%
Benchmark profile includes a compilation of Fortune 200 companies such as Boeing, Intel, Cisco and Chevron.
 Industries: High-tech, energy, manufacturing
 Revenue range: $3B - $200B
 Population range: 10,000 - 82,000
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Communicating Results &
Action Plan to Employees
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Q&A
Symantec Corporation
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Are you ready to measure?
% employees expressing commitment to the organization
Does your
organization conduct
a survey?
67%
YES
NO
56%
% employees expressing commitment to the organization
within organizations that conduct a survey…
Are findings
communicated to
employees?
Is meaningful action
taken in response to
survey?
70%
YES
NO
49%
83%
YES
NO
39%
Source: © Mercer Human Resource Consulting
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Thank you to our panelists
and our attendees
Contact information:
ROI Communication, Inc.™
office
831-430-0170
email
[email protected]
web
www.roico.com
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