Internal Communications
COMMUNICATION MEASUREMENT AS A DIAGNOSTIC TOOL:
A McDONALD’S RESTAURANT SYSTEMS CASE STUDY
ABC, DAVID GROSSMAN, APR,
AND JENNIFER R. SCHADE,
ABC
MA.
By KELLY Homer, APR,
Traditional employee communication surveys offer benchmarks and measure progress,
but generally do not provide diagnostic information for identifying how to improve
results nor do they pinpoint how to encourage employees to accept accountability for
their role in the communication process. This case study explores how to make
communication research more actionable, u:
g the McDonald's Restaurant Systems
annual employee communication survey as an example.
he McDonalds Restaurant Systems employee survey process
nvolves developing a survey quest
combination of target behavioral outcomes (ie. employees feel-
informed) and possible key drivers (i.e. employee cons
cation skills). We ask employees to identify their depart
head on the questionnaire, so that we can provide survey data
showing how individual departments perform on the drivers
aire that includes a
npared (o others in the organization in addition to gen
able data for the overall business unit. We then conduct a corre
lation analysis to indicate the drivers with the greatest potential
+0 impact employee scores on the target outcomes,
In our MeDonald’s example, the correlation analysis gave
clear direction that the communication effectivenes of depart-
ment officers correlated very highly with our target outcomes.
However, employee ratings of their officer's cos
effectiveness ranged from 30% to 94%, Our key driver analysis
allowed us to specifically suggest the skills officers needed to
develop to improve their communication effectiveness, We com-
imunicated se
mendations for improving communication
through eastomized reports prepared for individual officers and
collateral materials about survey results for employees. Survey
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