Using a balanced set of measures to focus on long-term competency in internal communication

To advance our knowledge on measurement efforts in internal communication, this paper presented the findings from two research projects related to how we can measure the effectiveness of organizations’ internal communication initiatives and their contributions to organizations’ business performance. Integrated findings from in-depth interviews and a content analysis suggested that although limited financial metrics have been applied to the evaluation process, traditional measurement approaches such as feedback survey, focus group, and qualitative analysis have been widely used. Measurement efforts in employee communication have been largely focusing on employee participation, engagement, satisfaction, and productivity. The paper was concluded with suggested implications for corporate communication measurement challenges.

► Findings suggested that measuring internal communication is complex not only in the way of interpretation, but more in operationalization.
► Although it is common to use financial metrics to measure short-term business performance, it is even more important to use nonfinancial indicators to build long-range competitive capabilities.
► Employees’ feedback survey at different phases of the internal communication program is an effective approach assessing desired communication outcomes.
► Reflective measures in internal communication have emphasized on several common aspects such as increased awareness or understanding, concentrated engagement, and improved productivity.
► Communication executives believed that measurement should be part of standard operating practice in the organization with the support of a consultative leadership.