Meeting Metrics: feedback based measurement

Meeting MetricsMeeting metrics link to Inspiration at work articles

Display of Meeting metrics including meeting effectiveness trend charts and meeting statsWhat are Meeting Metrics?

Meeting metrics are numbers which measure the volume, nature, effectiveness and value-add of all of the meetings that take place in an organisation. These include:
  • The resources consumed by meetings in terms of people, time, frequency, number of meetings, facilities, technology,  travel
  • The consequences to those resources in terms of workload, productivity, carbon foot-print, cost
  • Analysis of the process of meetings in terms of use of objectives, agenda, methods, format, lead-time
  • The impact of meetings in terms of value-add, engagement, creativity, commitment and progress
Meeting metrics are closely related to the following: Meeting effectiveness; meeting productivity; meeting feedback; meeting analytics; workplace analytics; and teamwork metrics.

How are Meeting Metrics generated?

Meeting metrics are typically generated from three main sources of data:
  • Calendar data which automatically records meeting time, size, duration, subject, format, participants, and objective/agenda if included
  • Nanometric data – single click feedback specific to each interaction (for more information on nanometrics, please click here)
  • Organisational structure – to combine the above two sources into meaningful patterns and comparisons
Meeting feedback set up via the Outlook Calendar for to generate meeting metricsInspirometer’s system of Meeting Metrics provides role-appropriate meeting analytics using the following combination of tools:
  • an Outlook add-in automatically updates the Inspirometer system with meeting statistics in the background, periodically, and whenever there are changes
  • a mobile App which utilises the calendar data to present its user with effortless meeting feedback options for the event they are attending
  • a cloud-based system of user accounts which analyse meeting productivity in the background and present users with trends and recommendations
  • team and organisation accounts which pull all of this together into a system of workplace analytics

Why do Meeting Metrics matter?

Team feedback during a meeting generates meeting metricsOrganisations depend on the quality of relationships between people for their success. Their economic viability and their competitive edge depend on the extent to which those relationships add or transfer value.
Therefore understanding the quality of those relationships, and how their interactions add or transfer value, is key to ensuring that success.
Traditionally, this has been addressed by annual cycles of surveys and improvement initiatives, but these have proven limited in terms of flexibility to local needs, local ownership of the solution, and the ability to track progress and impact.
Conversely, meeting analytics provide real-time data, with local flavour and ownership, and immediate reporting of progress.

Who needs Meeting Metrics?

There is a statistical discrepancy between people’s perception of meeting effectiveness (c.40% on average) and their perception of their own role in making meetings effective (c.80% on average). This dichotomy, and its consequence for a lack of sustained meeting improvement, is largely due to a lack of data to recalibrate those perceptions. Therefore, appropriate subsets of meeting metrics are required by:
  • Meeting leaders to improve how their meetings are designed, communicated, facilitated and followed-up
  • Meeting attendees to improve the impact and efficiency of their participation, their preparation and their commitment to action
  • Executives to provide support and coaching where required, and to address any systemic or policy issues

How are meetings currently adding value?

Inspirometer meeting metrics both record meeting value-add, and help to augment that value-add in a number of ways:
  • Before the meeting takes place our forecast meeting analytics predict key meeting stats for each member of staff, enabling them to see their next 30 days of meetings in terms of their clarity of purpose, design efficiency, and calendar optimisation, and to make changes ahead of the meeting to make best use of their time.
  • During the meeting live meeting feedback data builds shared responsibility for meeting value-add and the contribution of individuals (meeting participation metrics) within that. These are used to adjust the flow of the meeting, moderate and improve meeting behaviours, and increase meeting productivity as the meeting progresses.
  • Post meeting analysis enables meeting organisers and participants to review meeting performance trends, and their part within that. Analysis of the key meeting productivity factors (meeting KPIs) enables organisers to identify the most productive opportunities for improving meetings and to adopt their preferred options from a range of best-practice meeting improvement strategies curated by Inspirometer.

What can be improved and how do we do this?

Inspirometer supports meeting improvement in a number of ways:
  • Making people more aware of their impact on others such that people adjust what they do to achieve a better result
  • Sharing the results to stimulate dialogue and thereby create new insights, this builds collective responsibility for making changes work
  • Tracking the adoption and impact of meeting disciplines to encourage diligence in thinking through the purpose in advance
  • Proposing a series of tailored easy to adopt strategies based on the feedback received, and tracking their impact.
Each of the above support improvement which is tailored to the individuals involved and their specific situation, needs and experience. Inspirometer also supports improvement at the systemic level through displaying patterns that can be observed over time and across the organisation, enabling the executive leadership to see:
  • Patterns of weakness where improvement may be accelerated through training
  • Areas of poor progress where there may be a need to better support local management
  • Repeated issues arising from difficulties with policies, facilities or infrastructure
  • Trends arising from successful and unsuccessful interventions
  • Key cultural influences and progress, through resulting Workplace Analytics