Transcript employee communication

Mata kuliah
Tahun
: 00324 – CRISIS COMMUNICATION AND PUBLIC
RELATIONS
: 2010
EMPLOYEE COMMUNICATION
Pertemuan 7 - 8
By: Dr. Dominikus Tulasi, MM.
COMMUNICATION IS EVERYONE’S ROLE
(Kim Harrison, 2008: 281)
The main goals of employee communication are
to:
 Create among all employees an understanding
of the organization’s vision, mission, goals
values, and achievements.
 Keep all employees informed on significant
developments of organization
 Solicit and encourage employee input for
continuous improvement
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 Satisfy employees’ desires to be kept informed
and to participate in the organization’s formal
and informal activities.
 Generate a positive attitude to work. Support
vision, mission, policies and equip them to do
their job effectively
 Communicate a cohesive view of the business
priorities of the organization and the need for
change.
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EMPLOYEE COMMUNICATION
(Kim Harrison, 2008: 281)
Communication takes place continuously, not just in
a series of programs or projects. Employee
communication happens every minute of the
working day, mostly through the informal exchange
of meaning or understanding between at all levels of
the organization. Meaning is created through all
interactions between staff.
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EMPLOYEE COMMUNICATION(1)
(Kim Harrison, 2008: 281)
Strategic Communications need to address the
ensuring issues in a systematic way:
• The physical work environment: office space,
equipment.
• How many managers spend their time, who they
talk to.
• Employee behavior that is recognized, rewarded,
reinforced or ignored;
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• What is emphasized in work systems and
procedures;
• What gets measured by accounting and
performance management systems;
• The unwritten values of the organization in
contrast to the formal values promoted by
management
• The extent to which managers and supervisors
model espoused behaviors.
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THE COMMUNICATION THAT
EMPLOYEES WANT
1. JOB
RESPONSIBILITI
ES (WHAT’S MY
JOB?)
Employees want information about
their job and the skills required, and
Access to information to help them
do their jobs.
2.PERFORMANC Employees want their supervisors to
E FEEDBACK
tell them how well they are
(HOW AM I
Progressing and how to improve.
DOING?)
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3. INDIVIDUAL
NEEDS (DOES
ANYONE
CARE?)
Employees want to know about
career development opportunities,
Training and advancement avenues,
salary packaging & work conditions.
They want to be recognized and
valued for work well done.
4. WORK UNIT
OBJECTVIES,
RESULTS (HOW
IS MY TEAM
DOING?)
Employees want to know how they fit
into the team & their expected
Contribution, how the team is valued
& how well it is progressing…..
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5. VISION,
MISSION &
VALUES
(WHERE ARE
WE HEADED?)
Employees want to know what is the
organization is trying to achieve,
How well it is doing, and how their
work fits in with the organizational
Mission and goals…..
6.IMPOWERME Employees want to know when they
NT (HOW CAN I can use their initiative, they want
HELP?)
Their opinions to be sought, and they
want to contribute their ideas and
To be consulted about work changes.
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WHO SHOULD COMMUNICATE
(Kim Harrison, 2008: 282-283)
However, some general findings tend to apply:
• The CEO should be the person communicating
about the future direction of the organization.
• The Immediate supervisor should communicate
about the job, provide feedback, and advise on
training& development.
• Team meetings are favored for discussion on
local issues, interaction with other teams, for
news on competitors.
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• Business unit heads should communicate about
business unit matters at a high level.
• Subject matter experts such human resources
and industrial relations managers should speak
on specialist topics such as superannuation and
industrial relations changes respectively.
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THE CEO IS THE KEY COMMUNICATOR
(Kim Harrison, 2008: 286)
The CEO should communicate with employee by:
• Communicate how the pressure of events has
forced the need for change;
• Communicate their personal vision;
• Report progress towards organizational goals;
• Be proactive by focusing on the future;
• Set the example by modeling desired behaviors and
hence values;
• Visit, seek out views, listen and talk with staff;
• Manage communication as an ongoing process
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THE CEO IS THE KEY COMMUNICATOR
(Kim Harrison, 2008: 286)
The CEO should communicate with employee by:
• Discussing issues with frontline supervisors and
managers
• Holding small-group discussions and genuinely listening
to staff;
• Holding ‘roadshows’ with no holds barred questions;
• Using broadcast emails and voicemails on a regular basis
and as required by circumstances;
• Explaining face-to-face while using print communication to
confirm details;
• Using external media to also reach employees.
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IDENTIFY CORE COMPETENCIES REQUIRED
(Kim Harrison, 2008: 303)
Core interpersonal competencies for managers are:
• Satisfactory providing direction to employees
• Adequately demonstrating active listening skills
• Effectively motivating employees
• Seeking feedback from employees
• Giving constructive feedback to subordinates
• Acting on feedback from employees
• Managing conflict with and between their staff;
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IDENTIFY CORE COMPETENCIES REQUIRED
(Kim Harrison, 2008: 303)
Managers should share information with employees:
• Job information
• Personal information, is performance management
• Operational information
• Strategic information
• Upward information
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ADRESSING 5 COMMON PROBLEMS
INEMPLOYEE COMUNICATION
Fife Common Problems found in employee communication:
• Managers dictates to employees too much and listen too
little;
• Managers assume employees understand, agree with;
• Too much of the content is of concern to managers, but
not to other employees.
• Too much propaganda is communicated and doesn’t
confront the need for change
• Managers, especially, senior managers, are too
secretive.
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