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In the latest issue of Strategic Communication Management, Michael J Critelli, CEO of Pitney Bowes, describes how – in an ideal world – he'd like to track employee engagement.
He sets an imaginary scene: it's a Wednesday morning, 24 hours since Pitney Bowes announced its largest-ever acquisition. A targeted communication plan has been rolled out. He sits down at his computer.
He opens up his management dashboard and the communication screens provide him with high-level data on the reach, comprehension and engagement ratings achieved in the first day of the roll-out plan.
Imaginary world
"Because in my imaginary world I have a huge number of communication metrics from which to determine the effectiveness of this announcement, and a limited amount of time to review this, I’m only going to look at those metrics which are either well-above or below the communication targets we set in advance," says Critelli. "I’ll then leave the rest for my communication team to analyze. They can provide me with an end-of-the-day report.
"I want to be able to see how my sales organizations are adapting to this new information. They're the ones who need to be cross-selling. Meanwhile, how are my call center and service employees digesting the information? Are they fully up to speed? After all, they're going to be asked questions about it by customers."
Critelli's description of the communication data that means the most to him is food for thought for anyone involved in sharing engagement metrics that really matter to leaders.
Read the full article for ideas on how to make your own communication performance data more compelling.
See you next week.
Mandy Thatcher
Editor
mandy.thatcher@melcrum.com
P.S. P.S. On the Melcrum Podcast: interviews with Ronald Van der Molen from Canon Europe, and a preview from Michael Kiess, Communications Manager at IBM, of his forthcoming presentation at Melcrum's Social Media Forum Europe.
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