Improving communication in your organization June 2011

Improving communication in your organization by 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 Drill 12-14 Employee communication 15-17 Email policy 18-19 Mistakes made by managers 20-21 Communication styles 22-25 Pension communication 26-32 Gossip and the grapevine 33-37 Example-agency in the justice system 38-50 Effective communication 51-52 Case study 53-54 Conclusion and questions Page 2

Introduction to Toronto Training and HR Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 10 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: ,[object Object]

Training course delivery- Reducing costs ,[object Object]

Improving employee engagement & morale

Services for job seekers,[object Object]

Evolution of communication 1900: Scientific management 1930: Hawthorne studies 1940: Weber’s administrative management 1950: Maslow’s hierarchy of needs and McGregor’s Theories X and Y 1960: Systems thinking 1980: Human Relations theory 2000: The learning organization

Creating the right climate

Creating the right climate 1 of 2 HONESTY AND TRUST Face to face communication Freedom of speech Personal feedback Active listening Non-verbal communication

Creating the right climate 2 of 2 OPEN CLIMATE Employees are valued There is a high level of trust Conflict is invited and resolved positively Creative dissent is welcomed Employee input is solicited Employees are well-informed through formal channels Feedback is ongoing

Employee communication

Employee communication 1 of 2 Have a shared purpose Convince your leaders Engage your people Consider your channels Keep the personal touch Work collaboratively Measure your results

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

Email policy 1 of 2 Hand 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 2 These 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 managers Making controversial announcements without doing the groundwork first Lying Ignoring the realities of power Underestimating the intelligence of the audience Confusing process with outcome Using inappropriate forms of communication Ignoring acts of omission

Communication styles Expressives Systematics Sympathetics Directs

Pensions communication

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 AUDIENCE How 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 TACTICS Comply 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 INDIVIDUALS Expressing and communicating emotion Gaining support and reassurance from others Reducing uncertainty and anxiety Problem solving and sense making Inclusion and acceptance by others

Gossip and the grapevine 2 of 6 BENEFITS FOR ORGANIZATIONS Expression of care and concern about people or the organization Sharing of information and knowledge Development of inter and intra organizational networks Establishment of work/team relationships Dissemination of organizational culture and values

Gossip and the grapevine 3 of 6 CONCLUSIONS TO BE DRAWN Accept that gossip and informal channels of communication exist in organizations Acknowledge that these channels cannot be formally managed or controlled, but can have beneficial features Recognize 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 DRAWN Reflect upon the information communicated as gossip and consider the possible ethical benefits and harms Seek other sources of verification of ‘soft information’ – for example in formal data, statistics and reports Consider what the emotions expressed through gossip might represent in terms of underlying organizational issues

Gossip and the grapevine 5 of 6 BREAKING THE SILENCE What 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 SILENCE What/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 4 BARRIERS TO COMMUNICATION & CO-OPERATION Blaming Competing priorities Confidentiality Costs Performance measures Politics Poor feedback

Example-agency in the justice system 2 of 4 BARRIERS TO COMMUNICATION & CO-OPERATION Resistance Right communication structure Silo mentality Stereotypes Territorial imperatives

Example-agency in the justice system 3 of 4 STRATEGIES TO OVERCOME BARRIERS Accountability Appreciation Common goals Constructive feedback Electronic exchange protocols Institutionalized protocols Interpersonal exchanges Service-orientated architecture Shared successes Trust

Example-agency in the justice system 4 of 4 GUIDING PRINCIPLES Accessibility Compromise Constructive approaches Context Flexibility Privacy Professionalism Reciprocity Sensitivity System-centred policies

Effective communication

Effective communication 1 of 12 Communicate using a conversational style Ask open-ended questions then stop talking Listen with your eyes, ears and heart Provide regular frequent feedback, recognition and praise Avoid bundling grievances

Effective communication 2 of 12 AVOIDING BUSINESS COMMUNICATION STUMBLES Keep the conversation real Be accountable Have heart

Effective communication 3 of 12 BECOMING A BETTER COMMUNICATOR Why supervisors fail to communicate Misunderstanding the nature of communication Misinterpreting the supervisor’s role in communication Undervaluing the importance of communication

Effective communication 4 of 12 BECOMING A BETTER COMMUNICATOR Say what needs to be said as plainly as possible and as soon as you can possibly say it Be prepared Remember who you are talking to Stick to the truth Remember half-truths are also half-lies Check for understanding Don’t communicate when you are angry

Effective communication 5 of 12 BECOMING A BETTER COMMUNICATOR Be yourself Use examples Don’t be afraid to repeat yourself Remember Goldilocks Be consistent Don’t take cheap shots If you don’t know, say so Remember, shorter is better

Effective communication 6 of 12 BECOMING A BETTER COMMUNICATOR Give reasons for actions, not just policy references Know when to shut up Write like you talk Dare to be passionate Listen to yourself

Effective communication 7 of 12 PERSUADING EMPLOYEES Let go of the assumption that employees are just like you Analyze employee demographics Conduct research to determine employee needs and preferences Reduce the volume Simplify the story Create the right balance between global and local

Effective communication 8 of 12 PERSUADING EMPLOYEES Unchain senior leaders Set managers up for success Make communication a contact sport Measure effectiveness

Effective communication 9 of 12 PERSUADING EMPLOYEES Why are they not listening? Employees are a captive audience Employees are just like senior managers Employee expectations about communication haven’t changed

Effective communication 10 of 12 BETTER PREACHING/SERMONS Design a dynamic format rather than a static one Keep your outline clear and simple Oral design should be oriented to time rather than space Emphasize main ideas by placement and reiteration Use carefully worded transitions as you move through the presentation

Effective communication 11 of 12 BETTER PREACHING/SERMONS Plan carefully for a combination of inductive and deductive movement Use language best suited to the ear, not the eye Plan the introductory segments carefully Plan the closing segments of the design carefully Plan the whole design from the audience’s point of view

Effective communication 12 of 12 FRAMING MESSAGES FOR MAXIMUM IMPACT Circumvent obstacles Correct organizational disconnects Change the style, change the frame

Improving communication in your organization June 2011

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