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Annaliese Hoehling
Publications Director, NTEN
2. How can we improve our communication with our clients via face book?
3.would the rating of face book affect the business overall image?
4. Will the clients feel comfortable keeping in touch with us via social media?
Will the answer Will your actions as Can numbers Is the question testable?
to this question an organization help you answer Can you create a
help you affect the answer to the question? hypothesis about a
improve this question? potential answer, and then
as an organization? test it?
Yes Why or Yes Why or Yes/ Why or Yes
QUESTION / why / why No why / Why or why not?
No not? No not? not? No
Yes Yes, because it no No because it is yes Posting yes We can post pictures and
helps to more to help pictures most people will interact
1. demonstrate our gain customers gives us and with our rating we
abilities in our and keeping up ratings know what area we need
job. with them. and that to improve.
Yes Communication no No because we no way we Yes
To We could always ask each
is essential and will work become other questions and
2. wanting to together as a better at communicate better that
improve this is team and communic way we know where the
always a great different ating we errors are being made.
yes task.
Because the no opinions
no becauseare yes do not
Because yes This could lead to
rating will make rating will not we can employees fixing and
3. us fix our errors affect our measure finding solutions to their
and help every employees in our mistakes and preparing
customer feel general. customer better for future
well serviced satisfactio reference.
n
yes Yes, because we no Because they are yes Because yes This could lead to a better
are now not being we can reaction towards future
4. involved in a affected with measure meetings with clients and
world where comments that the better communication
social media is are being made number of with client and nail tech.
the leader. This regarding their positive
will improve the job and
company. negative
comments
.
Yes Because this No Because being yes because yes Becoming more clientele
might to help us popular would we can might mean that new
5. become face lead to a better measure if employees might need to
book famous work with much social be hired and a greater
and gain better salary. media has income is on the way.
popularity and helped
gain many more with the
clients in the ling overall
run. numbers
of last
year and
the
present
year.
Think through the answers you gave above. For one or more of the questions, were you able to answer
“Yes” in all of the boxes? If so, pick one of those questions to explore with this workbook, or combine
multiple questions together to define one overarching question. (Note that if you combine multiple
questions into one, you might want to plug it into the table above to make sure it fits all the criteria.)
Write your question here:
How can we improve our communication with our clients via face book and do our clients feel safe of expressing their
comments on social media?
Did you answer “No” to at least one of the criteria for all of your questions in the table above? If so,
those questions will be difficult to answer using metrics. Brainstorm some other questions that are
important but also measurable to get to a place where you can define an action question that will be
the framework for the remainder of this workbook.
2. What Does This Question Mean To Your
Organization?
What would different people in your organization want to know about this question
in terms of how it affects their own jobs? How much does each care about the
information at all? It’s likely that there are a number of different perspectives about
it. Not sure what people would like to know? Ask them...
In the mock organization chart below, do two things:
• In the small box in the upper left, define how important the information would be to each type
of role in your organization (High, Medium, or Low).
• In the larger space in each box, list some of the key pieces of information that a person in
that role in particular might be interested in seeing. Don’t worry about what’s possible or practical
just yet, simply brainstorm what they’d ideally like to see.
Board ED/CEO Other
FOR EXAMPLE high
High
- Number of
• Summary of negative
attendance numbers feedback
• High level - Number of
demographics positive
Now that you’ve thought that through, do a reality check: Do other people care about this question
too? If you’re the only person who really cares, is it an important question for your organization?
PAGE 5 NONPROFIT DATA DECISION-MAKING WORKBOOK • JANUARY 2013
3. How Will You Know What the Right
Metrics are?
Soon we’ll define metrics to help you answer your question. Metrics provide a
numerical yardstick to help you determine whether your efforts are making a
difference—and if so, in what direction. Before we go too far down that road, think
through how you’ll judge whether the metrics will actually help you define what you
really want to know.
There are different ways to think about this. Pick one of the questions below that
seems to make the most sense in the context of your overall action question and
write a brief description of what success will look like in this process.
1. What specific decisions do you want to be able to make based on the answer to your question?
We want to make these changes and apply them; these decisions will make the organization and the employee both a win –
win situation.
2....OR What things will you need to understand in order to feel you have real knowledge to address
your question?
3....OR Will any answer to your question feel like success, or will you need to achieve a specific result
to feel successful?
3. How Will You Know What the Right
Metrics are?
4. What Could You
Measure?
There are a lot of different things you could measure for any given thing. Brainstorm
the different actions you could take that might have an impact on your overall
question and the metrics you could use to measure it. A metric is a number—often
either a count or a percentage—that measures your success in an area.
1. WHAT ACTIONS COULD YOU TAKE THAT WOULD HAVE AN IMPACT ON YOUR ACTION QUESTION?
Do you have the If you were To what extent Now sum
ability to affect to measure would seeing a To what extent up the
What metric the this, how measurement would your org’s last
Action could you use actions quickly
measurement? Is many people for this help you three columns
to measure it something you in your improve your result in a change to create a
this? could change through organization organization? to the Usefulness
your actions? would care? measurement? Score
1= Very
For instance, # 1= Only slightly
1= Almost No hard to see
participants, % 5= Completely
Answer Yes or No. One 5= The change
satisfaction, # transformed
Whole 5= Actions visibly
units provided. Organization change metric
almost
Completed Amount of total Yes 3-most of the 4-it could satisfy 5-quick actions 12
reviews reviews team and bring more
clients
Collect data of Use the current Yes 3-my boss 3-could bring an 1-hard to change 7
future reviews list idea is what’s to
Analyze the Compare to the Yes 3-my boss come
3-could aid in 3-could arise to 9
total amount of customer receiving the right other problems is
reviews data data is not collected
correctly
Identify the Collect the Yes 2- my boss 3-tell which 5- the shop can 10
completed complete list employee manage to get
reviews
2. WHAT review and sort
ACTIONS more
COULD YOUR CONSTITUENTS TAKE THAT WOULD AFFECT YOUR of the QUESTION?
ACTION
Do you have the If you were To what extent Now sum
To what extent
ability to affect to measure would seeing a up the
What metric would your org’s
the this, how measurement last
Action could you use actions quickly
measurement? Is many people for this help you three columns
to measure result in a change
it something you in your improve your to create a
this? to the
could change through organization organization? Usefulness
measurement?
your actions? would care? Score
1= Very
For instance, # 1= Only slightly
1= Almost No hard to see
participants, % Answer Yes or No. One 5= The 5= Completely change
satisfaction, # Whole transformed 5= Actions visibly
units provided. Organization change metric
almost
Analyze the Getting the total yes 4-my boss 5-this is where it 5-we can see the 14
collected amount of show where we team and improve
information reviews need to improve results
Compare to the Use the last no 4-my boss 3-somewhat 4 - the team can be 11
previous years noted to motivated to
reviews the present year improve
Build charts Use quarterly Yes 4- my boss 5-will will 4- -our team will 13
that will show data for trends determine trends use the rev to make
differencae improvements
4. What Could You
Measure?
Show yearly From the start of no 5- the whole 5- the most 4-slowly the 14
difference of the business to team transformation organization will
the same day see the numbers
3. WHAT ACTIONS COULD OTHER PEOPLE TAKE THAT WOULD AFFECT YOUR ACTION QUESTION EVEN
IF THEY AREN’T IMMEDIATELY ASSOCIATED WITH YOUR ORGANIZATION?
Do you have the If you were To what extent Now sum
ability to affect to measure would seeing a To what extent up the
What metric the measurement? this, how measurement would your org’s last
Action could you use to actions quickly
Is it something many people for this help three columns
measure this? you in your you improve result in a change to to create a
could change through organization your the measurement? Usefulness
your actions? would care? organization? Score
1= Very hard
For instance, # 1= Only slightly
1= Almost No to see change
participants, %
Answer Yes or No. One 5= The 5= 5= Actions visibly
satisfaction, # Whole Completely change metric almost
units provided. Organization transformed immediately
Provide actual Number of Yes 4-because it 1-not much 2-some might not 7
review that are collected would involve impact give true information
up to date reviews per the false
Customer person
Use data of the no reviews
4-management 5-used to 5- my boss will make 14
satisfaction or customer change my boss these changes
a survey $ ideas
Draw a line through anything in the table above that you said in the third column you didn’t have
control over. Here you should be focused on being able to measure and improve your own actions, so
measurement of external factors is less relevant.
For the rest of the rows, based on which have the highest total score in the righthand column and your gut
reaction to how well the total score reflects reality, choose six that seem promising for exploring your action
question. For each, copy the metric, from the second column, and the overall sum for that row into into the
table below.
13
5. What Data Do You
Have?
The next step in this process is to identify the data sources for the metrics you’ve
said you’d like to track (if you can’t collect the data, then you won’t be able to
track that metric). For each of the six metrics you defined on the previous page, think
through the data you have that relates.
Metric (from What related What related data What additional What related data Looking across what you’ve
previous data is is automatically relevant data about could you get from written for each column,
worksheet). currently tracked by a system? actions, perceptions, other organizations or score the overall ease of
manually entered or processes could public sources? collecting data
into a system? your staff collect that to get this metric.
they aren’t currently
collecting? 1= Would require vast
new investment
10= We already have it
Completed 80% 100% 0% 0% 10
reviews
Total amount 100% 100% once the 50% 0%- not relevant 10 should be on file
of completed reviews are
reviews completed
Analyze the 100% all data is 0% since this is 50% contacting 0% 5- would require time
collected verified by our boss reviewed by our clients to verify but not impossible
information boss
11
X
10
USEFULNESS
X
9
7
X
6
0 1 2 3 4 5 6 7 8 9 10
EASE OF COLLECTING DATA
5 6
How will you spot-check to ensure the metric accurately reflects reality?
We follow it closely to have a main idea of the posts that are being made.
How frequently will you Who will they be In what meetings will they
create distributed to? be used?
the metrics?
Online clients and our Yearly improvement
Almost daily we update
boss as well. How frequently will
and download pictures
you plan to adjust
and posts.
your actions based
on what the metrics
say?
Yearly
How frequently will you check in on whether the metrics themselves are an effective way to measure what you’re
trying to measure? Quarterly
9. Create an Implementation Action
Plan
Congratulations! You’ve defined a strategy to create and use metrics to measure a
core question for your organization. But a strategy is one thing, and
implementation is
another—to speed you on your way to a successful rollout of your metrics, think
through the implementation steps.
Group chat
Text messaging and phone calls
A consultant secretary
Those are your next steps–but they’re probably not in the right order.
Go back through that list and decide what you should do first: Talk to some people? Define a process?
Put a number 1 next to that step. Determine what’s next and put a number 2 next to it. Continue
through the whole list until you have an entire action plan in approximately the correct order.
And then… go start with the first item on your list!
About NTEN
NTEN, a 501(c)(3) nonprofit, is the membership organization of nonprofit
technology professionals. As a community of nonprofit professionals, we
aspire to a world where nonprofit groups of all types and sizes use
technology
strategically and confidently to fulfill their missions. Together, the NTEN community helps members put
technology to work so they can bring about the change they want to see in the world.
NTEN facilitates the exchange of knowledge and information within our community. We connect our
members to each other, provide professional development opportunities, educate our constituency on
issues of technology use in nonprofits, and spearhead groundbreaking research, advocacy, and education on
technology issues affecting our entire community.
About Idealware
Idealware, a 501(c)(3) nonprofit, provides thoroughly researched,
impartial and accessible resources about software to help nonprofits
make
smart software decisions. By synthesizing vast amounts of original research into credible and
approachable information, Idealware helps nonprofits make the most of their time and financial resources.
Idealware specializes in combining traditional research techniques like interviews and surveys with
software- selection methodologies—like detailed ratings of software tools against a rubric—to generate
important new knowledge on affordable budgets. We then package our findings into approachable
reports, articles, and trainings that help nonprofits make the on-the-ground decisions important to them.