Improving communication in your organization June 2011

Improving communication in your organizationby Toronto Training and HR June 2011

Contents 3-4 Introduction to Toronto Training and HR 5-6 Evolution of communication 7-9 Creating the right climate 10-11 Drill12-14 Employee communication15-17 Email policy 18-19 Mistakes made by managers20-21 Communication styles 22-25 Pension communication26-32 Gossip and the grapevine33-37 Example-agency in the justice system 38-50 Effective communication 51-52 Case study 53-54 Conclusion and questionsPage 2

Introduction to Toronto Training and HRToronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:Training course design

Training course delivery- Reducing costsSaving time

Improving employee engagement & morale

Services for job seekersPage 5Evolution of communication

Evolution of communication1900: Scientific management1930: Hawthorne studies1940: Weber’s administrative management1950: Maslow’s hierarchy of needs and McGregor’s Theories X and Y1960: Systems thinking1980: Human Relations theory2000: The learning organization

Creating the right climate

Creating the right climate 1 of 2HONESTY AND TRUSTFace to face communicationFreedom of speechPersonal feedbackActive listeningNon-verbal communication

Creating the right climate 2 of 2OPEN CLIMATEEmployees are valuedThere is a high level of trustConflict is invited and resolved positivelyCreative dissent is welcomedEmployee input is solicitedEmployees are well-informed through formal channelsFeedback is ongoing

Employee communication 1 of 2Have a shared purposeConvince your leadersEngage your peopleConsider your channelsKeep the personal touchWork collaborativelyMeasure your results

Employee communication 2 of 2Employee communication is essential to create an engaged workforce that’s committed to working towards a shared goalEnsure that leaders realize the importance of communication and take time to share their vision for the organizationCreate communication that is two-way, not only top-downMeasure the success of your actions

Email policy 1 of 2Hand out printed copies of the policy, publish it on your intranet and ensure it is included in all staff handbooks.Make sure the email policy is included in all new starter information packs.Include the important elements of the policy in the employment contract so that there is a signature that the employee has read and understood them.

Email policy 2 of 2These should cover the banning of defamatory, sexual and racist remarks in email and it should be clear that breach of the rules can lead to termination of employment.Organize email training courses or webinars to explain the email risks to user and why the policy is so important.Send an email reminder about the policy’s key points from time to time!

Mistakes made by managers

Mistakes made by managersMaking controversial announcements without doing the groundwork firstLyingIgnoring the realities of powerUnderestimating the intelligence of the audienceConfusing process with outcomeUsing inappropriate forms of communicationIgnoring acts of omission

Communication stylesExpressivesSystematicsSympatheticsDirects

Pensions communication 1 of 3 Manage risk by ensuring all legal obligations are fulfilled Educate members on how to get the most out of their pension plans Make it simple for each member to understand and track the growth of their pension Demonstrate the value of the pension plan as part of the company’s total compensation Keep the member engaged in planning for their retirement Build understanding around any changes to their plan

Pensions communication 2 of 3 GET TO KNOW THE AUDIENCEHow do they prefer to receive pension information? What pension information is important to them? What are the gaps in their understanding of the plan?

Pensions communication 3 of 3 TACTICSComply with statutory requirements around member communications Explain the consequences of any pension elections Communicate highly relevant or material information likely to influence the conduct of a member Include clear disclaimers may mitigate risk Develop a policy that emphasizes proactive communication Regularly review and update member communications Use “plain language” to explain complex pension concepts

Gossip and the grapevine

Gossip and the grapevine 1 of 6 BENEFITS FOR INDIVIDUALSExpressing and communicating emotionGaining support and reassurance from othersReducing uncertainty and anxietyProblem solving and sense makingInclusion and acceptance by others

Gossip and the grapevine 2 of 6 BENEFITS FOR ORGANIZATIONSExpression of care and concern about people or the organizationSharing of information and knowledgeDevelopment of inter and intra organizational networksEstablishment of work/team relationshipsDissemination of organizational culture and values

Gossip and the grapevine 3 of 6 CONCLUSIONS TO BE DRAWNAccept that gossip and informal channels of communication exist in organizationsAcknowledge that these channels cannot be formally managed or controlled, but can have beneficial featuresRecognize that informal communication is not a substitute for formal communication, neither is it totally separate or unrelated

Gossip and the grapevine 4 of 6 CONCLUSIONS TO BE DRAWNReflect upon the information communicated as gossip and consider the possible ethical benefits and harmsSeek other sources of verification of ‘soft information’ – for example in formal data, statistics and reportsConsider what the emotions expressed through gossip might represent in terms of underlying organizational issues

Gossip and the grapevine 5 of 6 BREAKING THE SILENCEWhat behaviours are rewarded by the organization and what typical patterns of behaviour do you notice at meetings? What stories and gossip are circulating in the ‘unmanaged spaces’? For example, tales of the unexpected? Heroes, villains and fools? What metaphors (see above) are used to describe the culture? For example, this place is like…?

Gossip and the grapevine 6 of 6 BREAKING THE SILENCEWhat/who would be included in the ‘unofficial onboardingprogram’?What are the ‘organizational secrets’? The things that most people know, but which cannot be talked about openly? Why are these issues not confronted?

Example-agency in the justice system

Example-agency in the justice system 1 of 4BARRIERS TO COMMUNICATION & CO-OPERATIONBlamingCompeting prioritiesConfidentialityCostsPerformance measuresPoliticsPoor feedback

Example-agency in the justice system 2 of 4BARRIERS TO COMMUNICATION & CO-OPERATIONResistanceRight communication structureSilo mentalityStereotypesTerritorial imperatives

Example-agency in the justice system 3 of 4STRATEGIES TO OVERCOME BARRIERS AccountabilityAppreciationCommon goalsConstructive feedbackElectronic exchange protocolsInstitutionalized protocolsInterpersonal exchangesService-orientated architectureShared successesTrust

Example-agency in the justice system 4 of 4GUIDING PRINCIPLESAccessibilityCompromiseConstructive approachesContextFlexibilityPrivacyProfessionalismReciprocitySensitivitySystem-centred policies

Effective communication

Effective communication 1 of 12 Communicate using a conversational styleAsk open-ended questions then stop talkingListen with your eyes, ears and heartProvide regular frequent feedback, recognition and praiseAvoid bundling grievances

Effective communication 2 of 12 AVOIDING BUSINESS COMMUNICATION STUMBLESKeep the conversation realBe accountableHave heart

Effective communication 3 of 12 BECOMING A BETTER COMMUNICATORWhy supervisors fail to communicateMisunderstanding the nature of communicationMisinterpreting the supervisor’s role in communicationUndervaluing the importance of communication

Effective communication 4 of 12 BECOMING A BETTER COMMUNICATORSay what needs to be said as plainly as possible and as soon as you can possibly say itBe preparedRemember who you are talking toStick to the truthRemember half-truths are also half-liesCheck for understandingDon’t communicate when you are angry

Effective communication 5 of 12 BECOMING A BETTER COMMUNICATORBe yourselfUse examplesDon’t be afraid to repeat yourselfRemember GoldilocksBe consistentDon’t take cheap shotsIf you don’t know, say soRemember, shorter is better

Effective communication 6 of 12 BECOMING A BETTER COMMUNICATORGive reasons for actions, not just policy referencesKnow when to shut upWrite like you talkDare to be passionateListen to yourself

Effective communication 7 of 12 PERSUADING EMPLOYEESLet go of the assumption that employees are just like youAnalyze employee demographicsConduct research to determine employee needs and preferencesReduce the volumeSimplify the storyCreate the right balance between global and local

Effective communication 8 of 12 PERSUADING EMPLOYEESUnchain senior leadersSet managers up for successMake communication a contact sportMeasure effectiveness

Effective communication 9 of 12 PERSUADING EMPLOYEESWhy are they not listening?Employees are a captive audienceEmployees are just like senior managersEmployee expectations about communication haven’t changed

Effective communication 10 of 12 BETTER PREACHING/SERMONSDesign a dynamic format rather than a static oneKeep your outline clear and simpleOral design should be oriented to time rather than spaceEmphasize main ideas by placement and reiterationUse carefully worded transitions as you move through the presentation

Effective communication 11 of 12 BETTER PREACHING/SERMONSPlan carefully for a combination of inductive and deductive movementUse language best suited to the ear, not the eyePlan the introductory segments carefullyPlan the closing segments of the design carefullyPlan the whole design from the audience’s point of view

Effective communication 12 of 12 FRAMING MESSAGES FOR MAXIMUM IMPACTCircumvent obstaclesCorrect organizational disconnectsChange the style, change the frame

Improving communication in your organization June 2011

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