Communication with Measurable Outcomes

Communication isn’t just about talking – it’s about driving real, measurable change. Organizations that go from random messages to strategic, outcome-focused communication can see improvements in employee engagement, satisfaction, and retention. When internal communications have a purpose and a measurable goal, they are a catalyst for organizational change and business success.

The Power of Purposeful Communication

Communication needs purpose or it’s just noise.  According to a McKinsey report, companies with effective communication practices experience a 20-25% boost in productivity compared to others. Ask yourself, how would your organization fair with this boost to productivity?

Effective communication starts with a comprehensive communication plan (Link to Creating a Year-Round Communications Strategy) that aligns with broader business objectives. Rather than communicating simply because “employees should know,” you should ask: “What do we want employees to think, feel, or do as a result of this message?” This outcome-focused approach ensures every communication serves a strategic purpose, whether it’s increasing participation in a wellness program, improving adoption of a new technology, or boosting understanding of the organization’s mission.

Measuring Communication Effectiveness

You can’t improve what you don’t measure. The internal communications function has often operated without meaningful metrics – making it difficult to demonstrate value or identify areas for improvement.

Key metrics for measuring internal communications success may include:

• Open and click-through rates for digital communications
• Employee feedback scores on communication surveys
• Changes in employee knowledge, attitudes, or behaviors
• Employee Net Promoter Scores (eNPS) and engagement survey results

By establishing baseline measurements and tracking changes over time, you can demonstrate the impact of your work on business outcomes. This data-driven approach also allows for continuous improvement. This results in communication strategies evolving based on what works rather than assumptions.

Measurable Goals: The Call to Action

Every communication should include a specific, measurable call to action. Instead of vague directives like “please review,” effective communications must specify exactly what employees should do, by when, and how success will be measured. This clarity creates accountability.

Look at these examples of measurable calls to action:

• “Complete the annual benefits enrollment by November 15. Our goal is 100% participation.”
• “Register for at least one professional development workshop this quarter. We aim to have 75% of employees participate.”
• “Provide feedback on the new collaboration tool by completing the 3-minute survey by Friday. We need 200 responses to make informed decisions about the next steps.”

These clear directives not only guide employee action but also establish metrics by which success can be measured. When employees understand exactly what’s expected and why it matters, they’re more likely to take the desired action.

Measurable Communication Strategies

Creating connected and engaged teams through communication requires a strategic approach. Look at the following, for example:

• Segment and target communications (link to Target Your Audience article) based on relevance to different employee groups
• Use multiple channels to reach employees where they are
• Incorporate two-way communication that invites feedback and dialogue
• Follow up on action items to demonstrate the organization is accountable
• Share outcomes of employee actions

Two-way communication is essential to success. When employees have mechanisms to respond, ask questions and provide feedback, they become active participants rather than passive recipients. Organizations that implement feedback mechanisms see up to 14.9% higher engagement scores, according to Gallup research.

The difference between communicating for the sake of communicating and communicating with measurable outcomes in mind is the difference between creating noise and driving change. As you assess your organization’s communication strategy, ask yourself: Are we just talking, or are we driving measurable change? The answer may well determine your success.

Have a question? Schedule time with Edward Sanchez, Director – Customer Adoption & Engagement, by clicking here.