6
Reporting Results to Appropriate Audiences
A company implemented an employee engagement program to improve quality and speed of service. When the project ended the team measured the results, which were a mixed bag. The quality of service had improved, but the speed of service had not; in fact, it was slower than before. To share their findings, the team generated a report, which included major findings and charts and graphs, and distributed it to the executive team in an email. Unfortunately, the report was overlooked in the sea of emails received by the executive team. It wasn’t until a face-to-face meeting on another topic that one member of the executive team commented on the mixed results and raised a lot of questions. The tone of the meeting became tense and uncomfortable. The HR executive remarked to her team afterward, “If I had to do it again, I would have escalated the need to communicate these findings in a different way.”
The issues raised by this scenario help to illustrate common challenges of communicating findings—from reports with personal agendas to dealing with stakeholders who don’t know their data and evaluation needs to groups who seemingly hide their findings under a rock.
You need to be able to answer several questions before you share your evaluation results: What and when is the best way to convey results? What is the purpose for the communication? Who is the intended audience? This chapter is about the final step in the ROI process, and will address these questions and more. It highlights the dos and don’ts of communicating evaluation findings, describes a best practice report formula that can be repeatedly used to sustain momentum and change, and outlines key ingredients for a communication plan.
GUIDELINES FOR COMMUNICATING RESULTS
Communicating results effectively is a systematic process with specific rules and steps. Here are seven guidelines.
Communicate Timely
Project results should usually be communicated as soon as they are known and packaged for presentation. As in the opening story, the timing of communication was a critical factor in the project. Not sharing the results in a timely fashion led to a missed opportunity for well-timed improvement. Several questions about timing must be addressed:
• Is the audience prepared for the information when considering the content and other events?
• Are they expecting it?
• When is the best time to have the maximum impact on the audience?
Customize Your Communication to a Specific Audience
The communication will be more efficient when it is designed for a specific group. The message can be specifically tailored to the interests, needs, and expectations of the group. The length, content, detail, and slant will vary with the audience. Exhibit 6-1 shows the specific audience groups with the most common reasons for communicating results.
EXHIBIT 6-1. Common Target Audiences
Primary Target Audience |
Reason for Communication |
Client |
To secure approval results |
All managers |
To gain support for employee engagement |
Participants |
To secure agreement with the issues, create the desire to be involved, and improve the results and quality of the data |
Top executives |
To enhance the credibility of the employee engagement team |
Immediate managers |
To reinforce the processes and build support for the program |
Employee engagement team |
To drive action for improvement |
Facilitators |
To prepare participants for the program |
Human resources |
To show the complete results of the program |
Evaluation team |
To underscore the importance of measuring results |
All employees |
To demonstrate accountability for expenditures |
Prospective clients |
To market future programs |
The most important target audience is probably the client; this often involves senior management because they need information to approve funding. The entire management group may also need to be informed about project results in a general way. Management’s support for, and involvement in, employee engagement is important to the success of the effort. The department’s credibility is another key issue, and communicating project results to management can help establish this credibility.
The importance of communicating with a participant’s immediate manager is probably obvious, as these managers may need to support and allow employees to be involved in programs. An adequate return on investment improves their commitment to employee engagement while enhancing the employee engagement team’s credibility with them.
Participants also need feedback on the overall success of their efforts. However, this target audience is often overlooked under the assumption that they don’t need to know about the overall success of the program.
The employee engagement team members should also receive information about program results, and depending on the team’s reporting relationships, HR may be included too. For small teams, the individual conducting the evaluation may be the same person who coordinated the effort. For larger departments the evaluation may be done by a separate function. In either case, the team needs detailed information about the program’s effectiveness so that adjustments can be made if the project is repeated.
Select the Mode of Communication Carefully
Depending on the group, one medium may be more effective than others, so it is important to select the appropriate medium to communicate the results. For example, face-to-face meetings may be better than special reports for some groups, whereas a brief summary to senior management will likely be more effective than a full-blown evaluation report. Exhibit 6-2 illustrates options for communicating results.
EXHIBIT 6-2. Options for Communicating Results
Keep Communication Neutral
The challenge for the evaluator is to remain neutral and unbiased. Let the results inform as to whether the program hit the mark. Separate facts from fiction, and replace opinions with data-driven statements. Some target audiences may view communication from the employee engagement team with skepticism and may look for biased information and opinions. Boastful statements may turn off individuals, and then most of the content of the communication will be lost. Observable, believable facts carry more weight than extreme claims.
Include Testimonials
Testimonials are more effective if they are from individuals with audience credibility. Perceptions are strongly influenced by others, particularly by those who are admired or respected. Testimonials about employee engagement program results, when solicited from individuals who are generally respected in the organization, can have a strong impact on the effectiveness of the message. They can usually be collected from participants at each level: reaction, learning, application, and impact.
Be Consistent
Look for ways to include evaluation reporting, using the timing and forums of other organization reports. The content of the communication should be consistent with organization practices. A special communication at an unusual time may create more work than it’s worth. When a particular group, such as senior management, regularly receives communication, the information sharing should continue, even if the results are not what were desired. If some results (such as negative ones) are omitted, it might leave the impression that only good results are reported.
Use Communication to Drive Improvement
Because information is collected at different points during the process, providing feedback to the groups enables them to take action and make adjustments if needed. As a result, the quality and timeliness of communication is critical to making improvements. Even after the evaluation is completed, communication is necessary to make sure the target audience fully understands the results achieved, as well as how the results may be enhanced in future programs or in the current program, if it is still operational. Communication is the key to making important adjustments at all phases of the project.
THE CAUTIONS OF COMMUNICATING RESULTS
Communications can go astray or miss the mark. Several cautions should be observed early and often in the process. Here are four critical ones.
Don’t Hide the Results
The least desired communication action is doing nothing. Communicating results is almost as important as producing results. Getting results without communicating them is like planting a flower and not watering it. By not sharing the findings from your project, the organization can miss out on a key opportunity to make adjustments and bring about the change that is desired.
Don’t Overlook the Political Aspects of Communication
Communication is one of those issues that can cause major problems. Because the results of a program may be closely linked to political issues within an organization, communicating them can upset some individuals while pleasing others. If certain individuals do not receive the information, or if information is delivered inconsistently between groups, problems can quickly surface. The information must not only be understood, but issues relating to fairness, quality, and political correctness make it crucial that the communication be constructed and delivered effectively to all key individuals.
Don’t Skimp on the Recommendations
Recommendations are probably one of the most critical issues—they are the main conduit to change. And yet they often seem to be given as a last-minute thought or skipped altogether. The best recommendations include specific action-oriented steps that come from the conclusions of the evaluation study and are then discussed with key stakeholders for buy-in and ownership. The point is to collaborate with stakeholders on this section so that the company can internalize the results and needed action.
Don’t Ignore the Audience’s Opinion
Opinions are difficult to change and a negative opinion toward a program or team may not change simply by presenting the facts. However, it may strengthen the opinions held by those who already support the program because it reinforces their position and provides a defense they can use in discussions with others. A project team with a high level of credibility and respect may have a relatively easy time communicating results. Low credibility can create problems when one is trying to be persuasive.
THE COMPLETE REPORT
The type of report to be issued depends on the degree of detail and the information presented to the various target audiences. Brief summaries of project results with appropriate charts may be sufficient for some communication efforts. In other situations, particularly those involving major projects requiring extensive funding, a detailed evaluation report is crucial. A complete and comprehensive impact study report is usually necessary at least in the early use of the ROI Methodology. This report can then be used as the basis for more streamlined information aimed at specific audiences using various media. The following report formula is one way to effectively convey the results. It has all the necessary ingredients to communicate outcomes in the best possible way.
• General Information
– Background: What were the needs that precipitated the program? Why was this program selected?
– Objectives of study: What are the goals and targets for this program? What are the intended results?
• Methodology for Impact Study
– Levels of evaluation: Describe the evaluation framework to set the stage for showing the results.
– ROI process: Briefly describe the 10-step process that was used.
– Collecting data: What methods were selected to collect data and why? Also, when were data collected?
– Isolating the effects of the program: What method was used to isolate the effects of the intervention and why?
– Converting data to monetary values: What methods were used to convert data to money?
• Data Analysis: How were data analyzed? What methods were used?
• Costs: Itemize the costs of the intervention.
• Results: General Information
• Response profile: Include demographics of the population that responded or participated in the evaluation. If a questionnaire was used, what was the return rate and the anticipated return rate?
• Results: Reaction and Planned Action
– Data sources
– Data summary
– Key issues
• Results: Learning
– Data sources
– Data summary
– Key issues
• Results: Application and Implementation
– Data sources
– Data summary
– Key issues
• Results: Impact
– Data sources
– Data summary
– Key issues
• Results: ROI Calculation and What It Means
• Results: Intangible Measures
• Barriers and Enablers: This section of the report can be a powerful mechanism to lead into conclusions and recommendations. What obstacles were experienced that kept the organization from experiencing the kind of results they wanted? If barriers were noted, this should turn into some action items for the organization.
• Conclusions: Summarize key findings from the data.
• Recommendations: Based on the conclusions, what type of action needs to take place? What are stakeholders willing to do?
While the impact study report is an effective, professional way to present ROI data, several cautions are in order. Because this report documents the success of a program involving other individuals, credit for the success must go completely to those involved—the organization members who participated in the program and their immediate leaders. Their performance generated the success.
The methodology should be clearly explained, along with the assumptions made in the analysis. The reader should easily see how the values were developed and how specific steps were followed to make the process more conservative, credible, and accurate. Detailed statistical analyses should be placed in an appendix.
USING MEETINGS
If used properly, meetings are fertile ground for communicating program results. All organizations hold a variety of meetings, and some may provide the proper context to convey program results. Along the chain of command, staff meetings are held to review progress, discuss current problems, and distribute information. These meetings can be an excellent forum for discussing the results achieved in a program that relates to the group’s activities. Program results can also be sent to executives for use in a staff meeting, or a member of the evaluation team can attend the meeting to make a presentation.
Regular meetings with management groups are a common practice. Typically, discussions will focus on items that might be of help to work units. The discussion of a program and its results can be integrated into the regular meeting format. A few organizations have initiated the use of periodic meetings for all key stakeholders, where a project leader reviews progress and discusses next steps. A few highlights from interim program results can be helpful in building interest, commitment, and support for the program.
Presentation of Results to Senior Management
Perhaps one of the most challenging and stressful types of communication is presenting an impact study to the senior management team, which also serves as the client for a project. The challenge is convincing this highly skeptical and critical group that outstanding results have been achieved (assuming they have) in a very reasonable timeframe, addressing the salient points, and making sure the managers understand the process. Two potential reactions can create problems. First, if the results are very impressive, making the managers accept the data may be difficult. On the other extreme, if the data are negative, ensuring that managers don’t overreact and look for someone to blame is important. Several guidelines can help ensure that this process is planned and executed properly.
ROUTINE COMMUNICATION TOOLS
An internal, routine publication—such as a newsletter, magazine, newspaper, or electronic message—is one way to reach all employees or stakeholders and share program results. The content can have a significant impact if it is communicated appropriately; however, the scope should be limited to general-interest articles, announcements, and interviews.
Results communicated through these types of media must be important enough to arouse general interest. For example, a story with the headline “New Employee Engagement Program Increases Profits” will catch the attention of many readers because they probably know about the program and can appreciate the relevance of the results. Reports on the accomplishments of a small group of organization members may not generate interest if the audience cannot relate to the accomplishments.
For many projects, results are not achieved until weeks or even months after the program is completed. Communicating results to a general audience may lead to motivation to continue the program or introduce similar ones in the future.
Stories about those involved in a program and the results they have achieved can help create a favorable image. Employees see that the organization is investing resources to improve performance and prepare for the future. This type of story provides information about a program that may otherwise be unknown, and sometimes creates a desire for others to participate. Public recognition of program participants who deliver exceptional performance can enhance employee engagement and drive them to excel.
ROUTINE FEEDBACK ON PROGRESS
A primary reason for collecting reaction and learning data is to provide feedback so that adjustments can be made throughout the program. For most programs, data are routinely collected and quickly communicated to a variety of groups. One method of doing this is to use a feedback action plan, which is designed to provide information to several audiences using a variety of media. These feedback sessions have the ability to point out specific actions that need to be taken, but they can become complex and so must be managed in a very proactive manner. The following steps are recommended for providing feedback and managing the overall process. Many of the steps and concepts are based on the recommendations of Peter Block in his landmark book, Flawless Consulting.
• Communicate quickly. Whether the news is good or bad, it should be passed on to individuals involved in the project as soon as possible. The recommended time for providing feedback is usually a matter of days, and certainly no longer than a week or two after the results become known.
• Simplify the data. Condense the data into an easily understandable, concise presentation. This is not the appropriate time to include detailed explanation and analysis.
• Examine the role of the employee engagement team and the client in the feedback process. The engagement team can wear many hats in the process. And sometimes the client plays roles that the team is used to filling. These respective functions must be examined in terms of reactions to the data and the recommended actions.
• Use negative data in a constructive way. Some of the data will show that things are not going so well, and the fault may rest with the project leader or the client. In this case, the story basically changes from “let’s look at the success we’ve achieved,” to “now we know which areas to change.”
• Use positive data in a cautious way. Positive data can be misleading, and if they are communicated too enthusiastically, they may create expectations that exceed what finally materializes. Be cautious when presenting positive data and allow the response to be fully in the hands of the client.
• Choose the language used in the meeting and the communication carefully. The language used should be descriptive, focused, specific, short, and simple. Avoid any language that is too judgmental, full of jargon, stereotypical, lengthy, or complex.
• Ask the client for reactions to the data. After all, the client is the number 1 customer, and it is most important that the client be pleased with the project.
• Ask the client for recommendations. The client may have some good suggestions for what needs to be changed to keep a project on track, or to put it back on track should it derail.
• Use support and confrontation carefully. These two actions are not mutually exclusive. At times, both support and confrontation are needed for a particular group. The client may need support and yet be confronted for lack of improvement or sponsorship. The project team may be confronted regarding the problem areas that have developed, but may also need support.
• Act on the data. The different alternatives and possibilities should be weighed carefully to arrive at the necessary adjustments.
• Secure agreement from all key stakeholders. Agreement is essential to ensure that everyone is willing to make the suggested changes.
• Keep the feedback process short. Don’t allow the process to become bogged down in long, drawn-out meetings or lengthy documents. If this occurs, stakeholders will avoid the process instead of being willing participants.
Following these steps will help move the project forward and generate useful feedback, often ensuring that adjustments are supported and can be executed.
THE COMMUNICATION PLAN
Any activity must be carefully planned to achieve maximum results. This is a critical part of communicating the results of the program. The actual planning of the communication is important to ensure that each audience receives the proper information at the right time and that necessary actions are taken. Several issues are crucial in planning the communication of results:
• What will be communicated?
• When will the data be communicated?
• How will the information be communicated?
• Where will the information be communicated?
• Who will communicate the information?
• Who is the target audience?
• What are the specific actions required or desired?
The communication plan is usually established when the program is approved. This plan details how specific information is developed and communicated to various groups, as well as the expected actions. In addition, it details how the overall results will be communicated, the timeframe for communication, and the appropriate groups to receive the information. The employee engagement team leader, key managers, and stakeholders will need to agree on the degree of detail in the plan.
FINAL THOUGHTS
The final step in the ROI Methodology, communication of results, is a crucial step in the overall evaluation process. If not executed adequately, the full impact of the results will not be recognized and the study may amount to a waste of time. This chapter began with general dos and don’ts for communicating results, which can serve as a guide for any significant communication effort. The various target audiences were then discussed, along with the most commonly used media for communicating project results. The next chapter will discuss how to sustain the momentum of evaluation and overcome barriers to using the methodology.
REFERENCE
Block, P. 2011. Flawless Consulting: A Guide to Getting Your Expertise Used, 3rd Ed. San Francisco: Pfeiffer.