5 Golden Rules for Intranet Management

With an accelerated introduction on workplaces technologies, as organisations continue to move towards a shift in working practices, you may be wondering whether the platforms you’ve introduced – new or old – are fit for purpose.

Drawing on over 20 years’ experience and the experiences of 100’s of organisations, we share our best-practice approaches to intranet measurement.

THE AUTHOR

Jonathan Phillips, Head of Consulting at simplycommunicate

Jonathan is a 25-year veteran of digital and internal communications, having worked client-side at Coca-Cola European Partners (where he was Head of Digital Communications). Jonathan now leads a team of brilliant consultants at simply, helping global clients meet their employee and business needs. In addition, he is an advisor to the UK government and an experienced non-exec director.

  1. Never measure anything that can be unduly influenced by individuals or small groups.

At the most basic level, this tells us that measuring page views, for example, is not a robust measure of anything useful! Page views are easily influenced by repeat visits and even leaving an open browser on refresh.

On a more serious level, think about the VW emissions scandal where the level of exhaust emissions recorded was able to be influenced by a handful of clever engineers executing a ‘fix’.

When you measure, you may end up gamifying the system, and what starts out with good intentions may backfire as the incentive to meet the target measures overshadows the purpose behind the measurement in the first place. Poor measurement criteria will inevitably lead to poor behaviour.

  1. Measure the change you want to see: the outcome not the output

Identify the purpose of your communication, your intranet page, or your feature and measure that. Remember: the purpose is what you want the employee to think, do, or feel as a result of the communication. If you really can’t measure the outcome – and it is not always straightforward to do so – be 100% certain of the causal impact of the outputs…

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