Determining Goals and Objectives

If you can show that you have achieved specific, measurable targets, in some way, you are in a better position to prove the value of the communication function.

Communication plans should be crafted and managed strategically. In order to do so, it is important to set clear goals and objectives. The goals and objectives should be developed to state what communications can do to support your business or organizational objectives, and not just to restate your business objectives. While senior management or board members are not necessarily involved in developing a communication plan, they might want to participate in a discussion of communication goals and objectives — especially for an overarching communication strategy.

GOALS

Goals are a tool to express the end points towards which effort is directed. They are usually broad, relatively abstract, and may be difficult to quantify.

According to Kim Harrison, CuttingEdge PR, there are three types of goals:

1. Reputation management goals – deal with the identity or perception of the organization.

2. Relationship management goals – focus on how the organization connects with stakeholders.

3. Task management goals – concerned with achieving tasks.

Goals help direct attention and action at work because they specify the targets to shoot for, stating where the organization wants to be in the long run.

OBJECTIVES

Objectives are the justification for communication plans. There should be a subset of objectives for each specific communication goal, and they should be expressed in concrete, measurable terms. The movement on objectives is factual and observable, and can be documented. Basically, each objective is a strategic step along the way to achieving a desired goal.

Objectives can be categorized as Output or Impact objectives.

1. Output objectives represent the work to be produced. The often refer to the plan's stated intentions on program production, effort and/or output. They are often unrelated to the actual impact the program may have on its intended target audience. Output objectives are often set to meet Impact Objectives. For example: The campaign will result in 2,000 more likes on the company Facebook account.

2. Impact objectives focus on stakeholders. These objectives are focused on desired communication program impacts or outcomes — what the organization wants the stakeholders to do or how they should change. For example: The campaign will increase the recognition of the organization among member board members by 20 per cent.

There are three types of Impact objectives:

a. Informational – these objectives include message exposure, message comprehension and message retention. These are appropriate when an action or event is to be publicized or a target group is to be educated. Measuring the achievement is referred to as “Out-take” measures.

b. Attitudinal – aim to modify the way a target group feels about the organization or about specific issues and their importance. This could include; forming new attitudes to replace existing; reinforcing existing attitudes; or changing existing attitudes. This evaluation, referred to as Outcome measures, is usually measured by formal or information audience surveys.

c. Behavioral – involves the modification of behaviors toward the organization or in relation to an issue important to the organization. The impact on behavior is usually measured directly or indirectly. Direct measurement has to do with behavioural proof, while indirect measurement usually assess behavior intent.

SMART OBJECTIVES

Objectives are written in an active tense and use strong verbs like “plan”, “write”, “conduct” and “produce.” They should also include a single outcome stated as the receiver of a verb’s action, describe the magnitude of the action in quantifiable terms, and establish a target date or time frame for achieving the outcome. And, no matter which type, each objective should be SMART.

S – Specific – the objective is clear about what activity or change is planned.

M – Measurable – the objective can be measured.

A – Achievable – the objective can be achieved given market conditions, time period, resources allocated.

R – Realistic – the objective is can be achieved using the time and resources available.

T – Time Bound – the objective is clear about how much time it will take to achieve — a clear finishing point.

BENEFITS OF SETTING GOALS AND OBJECTIVES

You might not achieve 100 per cent, but making progress should count for something, even just as a learning opportunity for future communication initiatives.

Besides ensuring your communication plan is strategic, goals and objectives:

• Let others know what is planned;
• Let people know what is expected of them;
• Help identify priorities;
• Help to quantify the resources that are needed and when;
• Help to justify the communication expenses;
• Help improve communication between participants;
• Create the ability to have measurable results; and
• Build understanding of achievement.

Setting quantifiable objectives will enable you to identify the results intended and then measure the level to which the result has been achieved. An objective should never be all or nothing. Instead, the results of the objective should be measured against a continuum of performance. You might not achieve 100 per cent, but making progress should count for something, even just as a learning opportunity for future communication initiatives.

Plus, if you can show that you have achieved specific, measurable targets, in some way, you are in a better position to prove the value of the communication function.

Remember that all goals and objectives are not set in a vacuum and many environmental factors can influence the development, monitoring and impact. It is important to keep watch over the communication objectives and be able to adjust to continue to keep aligned with the overarching goals. Sometimes during the course of a communication plan, the goals may also change or need to be adjusted. Having all elements identified in a plan will help keep your “communication” ship, so to speak, from floating adrift, or worse, being washed ashore.

Strategic Communication Planning, by Dave Fleet, Edelman, Mar, 2012.

Plan the Work: Strategic Communication Planning for Not-for-Profit Organizations, by the institute for Media, Policy and Civil Society, Centre for Communication Organization, IMPACS, Winter 2005.