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EMPLOYEE COMMUNICATION
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EMPLOYEE COMMUNICATION
Discuss workforce management, performance management, retention, communication, motivation, contributing to business results and other topics.
WHAT DOES YOUR ORGANIZATION DO GREAT TO KEEP EMPLOYEES INFORMED AND INVOLVED?
My organization is looking for ways to improve employee perceptions of:
*Management sets clear expectations
*You can
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Forums » Topic Forums » General Forum » EMPLOYEE COMMUNICATION
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EMPLOYEE COMMUNICATION
posted at 1/25/2005 1:14 AM EST
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Posts: 1
First: 1/25/2005 Last: 1/25/2005 |
I agree with the response about managers making the difference. Employee communication programs can definitely help. However communication is not the same as dialogue. One on one dialogue between managers and employees can build trust. In addition, it's up to each manager to "translate" the strategy being communicated into what matters most to each employee every day. A lot of employees have trouble "connecting the dots." I've worked with client organizations who hold managers accountable for having regular check-in conversations as well as coaching conversations. (Often coaching is seen as handling performance problems only -- not the continuous guidance to ensure team members are on the right track.)
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EMPLOYEE COMMUNICATION
posted at 1/25/2005 1:23 AM EST
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Posts: 10
First: 9/11/2002 Last: 9/27/2005 |
We believe that a well-informed employee has a better since of purpose and can relate their work to the company mission. Some of the things we do:
1) Quarterly lunches with one member of the management team. Each member of the management team takes small groups (usually 2-3 people) to lunch each quarter. The purpose is to gauge morale, allow employees to ask questions and to inform them of upcoming changes that may affect them or to obtain feedback on proposed changes. 2) Quarterly All-Company Meetings - These meetings are Voluntary. However, our experience shows that employees attend because the information provided is useful and rewarding to them. Topics addressed are results of operations for the previous quarter, concerns and responses to quarterly management member lunches discussed above, as well as visions going forward. Departmental managers update on happenings in their departments and the whole company gains a sense of the "cog in a wheel" concept. 3) The president releases a "Friday Extra" to all employees on the intranet. It announces key developments that have occurred over the previous week. 4) We have an open-door policy where any employee can talk to a manager. 5) We have a suggestion box that is anonymous, allowing employees to raise concerns in this manner. 6) We have quarterly reviews with every employee. These are the one-on-one reviews with their direct manager, assessing performance and visiting achievement of individual goals as compared with Company Mission. We use The Omnia Group (www.omniagroup.com) to assist in formulating the Company Mission where all employees are included in the evolution of the Mission. We also use their Performance Evaluation system. They give us personnel advice and ideas in improving communication with our employees. |
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EMPLOYEE COMMUNICATION
posted at 1/25/2005 2:16 AM EST
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Posts: 1
First: 1/25/2005 Last: 1/25/2005 |
Depending on the size of your organization, monthly meeting that involve the entire company work very well. You may need to rent a room or use a public location, library etc. to accommodate everyone. We use a PowerPoint presentation in which the CEO and the VP's of each division speak about their division and the company vision. They include goals for the year, where those goals are for the year, new ideas that have been created or discussed, and any other miscellaneous items that need to be discussed. We close each segment with a question and answer session. The meetings last about two hours; a very well spent two hours if the concern keeping employees informed and involved.
We also involve spouses or significant others in as many company events as we can. This adds an interest at home as well as keeping the family in tune with what mom or dad do at work each day. We have 87 employees and we involve our significant others in the Holiday party, summer picnic (kids too), significant other night (no employees), and our Strategic bowling tournament (cut lose with reason). |
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EMPLOYEE COMMUNICATION
posted at 1/25/2005 2:53 AM EST
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Posts: 3
First: 11/23/2004 Last: 1/25/2005 |
We've done lots of the communications initiatives described above, newsletters, team meetings, standups, AskMe initiative so people can post their questions anonymously if they'd like.
I'd have to say that the one thing that resonates here is that if this is what people are telling you about your Managers, then these initiatives may help but that your Manager's need to understand that they are key players in building trust and relationships with their staff - no meeting is going to do that for them. For example, they may have meetings to disseminate information, but if they put out the word that they are too busy to deal with employees on a one to one basis, or don't recognize them and give them credit for ideas, then it's likely that these results won't change. Good luck |
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EMPLOYEE COMMUNICATION
posted at 1/25/2005 3:14 AM EST
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Posts: 2
First: 3/23/2004 Last: 1/25/2005 |
You've gotten some terrific ideas from other writers. Here's some food for thought: step back and view the issue from a strategic perspective.
You've already taken two important steps: you've researched the problem by conducting the employee survey, and you've established your goal by stating: "My organization is looking for ways to improve employee perceptions of: *Management sets clear expectations *You can ask any reasonable question and get a straight answer *Management is approachable and easy to talk with" The next steps are to decide when you want to attain these goals and then put together a comprehensive communications plan to address every one of those goals. Included actions by senior management, printed media, intranet, employee meetings (this is where all those terrific ideas from the previous writers fit in). Make sure you're getting and acting on ee feedback throughout the year. Consider whether managers performance objectives include a communications goal? Is a training program on communications needed? Establish delivery dates and then work the plan. At the end of the period, measure the change in employee perception to determine how successful you've been. |
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EMPLOYEE COMMUNICATION
posted at 1/25/2005 5:06 AM EST
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Posts: 5
First: 1/25/2005 Last: 3/9/2010 |
In a word, the most effective employee communications process has to be "organic".
Organic: Growing and developing in the manner of living organisms. The most critical factor is getting the "culture" right first. Commitment to the principles of openness, truth and trust have to be demonstrated in real ways by real people on a daily basis with employees at all levels. The communication "vehicles" such as meetings and newsletters have to have a driver or your your company will have an unsatisfying and bumpy ride that will not get you to your desired destination. Start with the basics: honesty; decency; respect; valuing of people; open; approachable; collaborative problem solving. Then add the supporting communications vehicles based on how the people want to be communicated with. |
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EMPLOYEE COMMUNICATION
posted at 1/25/2005 6:26 AM EST
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Posts: 1
First: 1/25/2005 Last: 1/25/2005 |
At my previous company, before it was sold, we had a wonderful Employee Relations program, through the collaborative efforts of HR and my department, CorpCom.
- We found that, for significant events, communication was greatly enhanced with a visual aid. So, when we reached one sales benchmark, we filled our product boxes with $100,000 grand candy bars and gave them to all employees. This opened the opportunity for a talk between managers and employees on where the company was headed and how employees could help. - When we shifted the focus of the company, we wanted employees to internalize a new tag line, so we put a huge pile of candy bars in the conference room and any employee who could recite the tag line got a sweet treat. - "Breakfast with Bill" was, by far, our most successful program. Each month, 1-2 representatives from each department, on a rotating basis, had a 7:30 a.m. breakfast with the company president. They could ask any question they wanted. Then they'd go back and report to their departments. - Our annual Paper Airplane Contest, which evolved into a rocket launching contest (at which fire trucks had to be present), helped build the corporate culture, which then aided the flow of communications. We had many other programs that have been mentioned in this string. But, through it all, as vp of CorpCom, I had to be diligent to remind other executives about such things as, during all-employee lunches, not to pick up a plate of food and return to their desks or eat only with the other executives. And always, always, when delivering information about corporate goals, discuss with employees what their role is in the overall scheme of things, and how they can help meet the company's objectives. |
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EMPLOYEE COMMUNICATION
posted at 1/25/2005 8:53 AM EST
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Posts: 2
First: 1/25/2005 Last: 2/6/2007 |
Our organization holds a CEO meeting twice a year that all employees attend which fills us in on everything from general news, company performance, changes, etc. Very helpful.
We also have a Committee that meets quarterly. Employees can submit any question to the committee about anything (benefits, facilities, wants, complaints, etc.) and they can submit anonymously if desired. The committee compiles these and then meets with the CEO to develop the answers. The questions/answers to the questions are then forwarded to all employees (or can be posted on your intranet site). This has been really helpful around here with the exception that sometimes you tend to get some silly questions or people venting. |
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EMPLOYEE COMMUNICATION
posted at 1/25/2005 11:18 AM EST
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Posts: 3
First: 1/25/2005 Last: 1/25/2005 |
I agree. Until recently, everyone at our company was kept well informed and it showed. We were a well working team; at times more like a family. We recently underwent some management changes and the new GM talks the talk but doesn't walk the walk. He has brought family members into the company. He has made changes he says are necessary for the financial well being of the company. Most of the employees have had their hours cut. Meanwhile, family members are working more hours and being trained for new jobs. Some of the family members are not in the least bit qualified; but it supposedly in the best interest of the company. Meanwhile, employee moral is at an all time low and many employees are talking about leaving. Unfortunately no one will speak up and tell the GM what they think.
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