7 July 2008
Measurement needn't be formal, says expert from BP
Use language and format to engage your audience when carrying out a survey.
"Whilst internal communication isn't a pink and fluffy profession," says speaker David Henderson, communications manager at international energy major BP, "adding flavor and color by getting creative in staff surveys can be a very effective way of getting a higher response."
Add flavor and color to staff surveys for a higher response rate.
Speaking at last week's seminar on the topic of best practice measurement of employee communication and engagement during change, held by communication consultancy Karian and Box, Henderson was joined by Andrew Moys, director of internal communications at airport operator BAA.
Appeal to audiences with a lighter note
Henderson explained to the audience of around 30 at the Hellenic center in London that measurement needn't be formal. Even though he believes the act of measurement gives you licence to operate as an internal communicator and is one of the key ways you can gain credibility.
Speaking about a major staff survey that was undertaken in the run up to the implementation of a large change program in 2006, he described how he ended the survey on a light note.
For the final question of the survey, Henderson asked employees to name a song that best reflected that particular time and also a song that they thought would be representative of the company once the change program had been completed.
Approach with caution
Suggestions for the present time included "Things can only get better" by D:REAM and "The long and winding road" by the Beatles.
Titles for how they hoped the company would look post-change included Queen's "We are the champions" and "I get knocked down (but I get up again)" by Chumbawamba.
Although this quirky and informal addition to the serious act of measurement went down well with the staff at BP, Henderson acknowledged that you have to know your audience very well and such an approach wouldn't be ideal for all organizations.
Always have clear aims
Henderson reinforced the need to know your objectives before starting to measure: "Always look at what you're trying to achieve whilst being clear and honest with employees. Be sure to tell people they're going to be measured, especially if you're using external resources."
Henderson also had good news for practitioners who find measurement one of the more challenging aspects of the job: "Good measurement will reduce the amount of measurement you need to do."
Good measurement will reduce the amount of measurement you need to do.
Make your mark
Moys described how they approach surveys from 2 different angles at BAA. The first being an annual survey called "Make your Mark", which is paper based for the majority of the 12,000 staff who don't have access to a computer.
The second is the PulseCheck survey, held quarterly and aimed at the top 1,000 managers. This is made up of 15 questions and has a response rate of around 40%.
Taking action as a result
Moys explained how the "meet a passenger" program had come about as a result of the survey. This initiative involved senior management walking round the airports and speaking to the passengers about the issues that mattered to them.
At the time of the next PulseCheck, there was a much stronger awareness and understanding of passenger needs.
"The benefits of taking a temperature check in this way are numerous," said Moys. "It results in better comms planning, captures senior interest and is cheap to carry out."
Facilitated discussion
Delegates also had the chance to take part in facilitated group discussions giving them the opportunity to talk about their measurement challenges.
One delegate talked of her frustration that in her company, HR drove the direction and content of the staff survey. This resulted in different aims and ways of interpreting the results compared to how the internal communication department would like to see it done.
Offering possible solutions
A suggested remedy was to find an influential representative on the executive board who was willing to champion the measurement of change. With this backing, the internal communication team may be able to carry out their own small measurement project.
By presenting the results of this to the board, who will hopefully see the benefits, they may in future be able to carry out a larger project.
"Start small and work your way up gradually to bigger things," was Henderson's advice.
Have your say
Is measurement an issue you find difficult to get right in your organization? Do you face opposition from other departments when it comes to carrying out a staff survey? Have you employed any innovative techniques to up the response rate?
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