CLASS CONTENT

➢ Why is Employee Communication So Important?

➢ Difference Between Internal/External Publics
➢ Publics at the Jay Group
➢ Publics Wheel Exercise
➢ Dealing with the Employee Public
➢ Five Principles of “Getting Through”
➢ Six Criteria for a Better Place to Work
➢ Credibility: The Key
➢ S-H-O-C the Troops
➢ Employee Communication Tactics
WHY IS EMPLOYEE COMMUNICATION SO
IMPORTANT?
➢ In today’s ever-changing world of business, employee communications are
growing in importance. ~60% of corporate CEOs reported spending
more time communicating with employees. Why is this so important?
➢ First of all, the large numbers of downsizings and layoffs has taken its
toll on employee loyalty. Employees are more hardened to the realities of a
job market dominated by technical change that reduces human
labor. Employees realize that, in today’s climate, EVERY EMPLOYEE IS
EXPENDABLE, and there is no such thing as “lifetime employment.”
➢ There is a widening gap between the pay of senior officers and common
workers. In 2004, the average CEO pay to worker pay ratio was 431-to-1.
➢ There is a move toward globalization. When coupled with the advancement of
technology, organizations have become more aware of the importance of
communicating the opportunities and benefits that will enhance loyalty and
support among worldwide staffs.
➢ Finally, the bottom line: Research indicates that companies that
communicate effectively with their workers financially outperform
those who don’t. One study found that companies with the most effective
internal communications programs returned 57 percent more to their
shareholders than companies with the least effective programs.
DIFFERENCE BETWEEN INTERNAL/EXTERNAL
PUBLICS
➢ Businesses deal with many publics, both internally and externally. This
exercise will help to distinguish between the two types of publics, as well as
highlight the importance of both.
➢ External Publics are publics outside of the organization. Believe it or
not, there are MANY different types of publics…not just the “general” public
that everyone talks about! These include publics like:
 Local Government
 News Media
 Educators
 Suppliers
 Customers
➢ Internal Publics (the publics we are focusing on in this course) are publics
within an organization. These include publics like:
 Supervisors
 Board of Directors
 Clerks
 Managers
➢ Both types of publics are of equal importance, and one cannot function
without the other. We are going to learn how to organize publics, and then we
will name the publics here at the Jay Group.
PUBLICS WHEEL EXERCISE
➢ Through this exercise, you will learn to organize publics using a publics wheel.
This will help you to realize all of the publics at the Jay Group, as well as how
exactly to relate to each kind the best you can.
 First of all, on the first sheet you were given, (Class Materials #1) name
some of the internal publics we have at the Jay Group. (Give 10
minutes to do this, then ask for answers, which can be put on the white
board.)
 Now, on the second sheet you were given, (Class Materials #2) name
some of the internal publics within your department. (Give 10 minutes
to do this, then ask for answers, which can be put on the white board.)
➢ These publics wheels will be very helpful in strategizing for effective
communication. Keep them somewhere that you can grab them easily! As we
go through this course, you will learn strategies that will help you effectively
communicate with each of the publics you mentioned on your wheel.
DEALING WITH THE EMPLOYEE PUBLIC
➢ Now that you realize that there is no single “general public”, I hope you
realize that there is no single “employee public”, either. Your publics wheel
exercise helped you to break down the publics here at the Jay Group. As you
all know, each subgroup has its own interests and concerns. As with
external communications, a smart organization will target specific
messages to specific subgroups.
➢ Effective employee relations require management to ask three difficult
questions:
 Is management able to communicate effectively with
employees?
 Is communication trusted, and does it relay appropriate
information to employees?
 Has management communicated its commitment to its
employees and to fostering a rewarding work environment?
Discuss these questions. See how everyone thinks they are doing, then share
the results from the survey. (Can be department-specific or company-wide,
depending on who is attending class.)
➢ In many cases, the biggest problem is that employees don’t know where
they stand in the eyes of management. In addition, they often don’t
understand what they need to do to move ahead. This can lead to
discontent, frustration, miscommunication problems, and eventually,
to the feeling that “the grass is greener elsewhere.”
Discuss – do you feel that you know where you stand? If you are a manager,
do you feel your employees know where they stand? Share results from the
survey, either department-specific, or company-wide.
FIVE PRINCIPLES OF “GETTING THROUGH”
➢ In today’s world of downsizing, displacement, and dubious communications,
organizations that are concerned about “getting through” to their employees
must reinforce five specific principles:
 Respect – Employees must be respected for their worth as individuals
and their value as workers. They must be treated with respect and not
as interchangeable commodities.
 Honest Feedback – Employees need to know where they stand at any
given time. Some managers incorrectly assume that avoiding negative
feedback will be helpful, and that is wrong. Candid communications will
help employees, rather than harm them.
 Recognition – Employees feel successful when management
recognizes their contributions.
 A Voice – Today, with the prevalence of talk radio, television talk
shows, and blogs, everyone wants their ideas to be heard and to have
a voice in decision making.
 Encouragement – Workers need to be encouraged. Sure, money and
benefits are motivators to a point, but at the end of the day, everyone
needs encouragement!
➢ After going over the five principles, have participants break off in pairs and
come up with a way they can implement each principle in their departments,
keeping their specific publics in mind.
SIX CRITERIA FOR A BETTER PLACE TO WORK
➢ According to Milton Moskowitz, coauthor of the 100 Best Companies to Work
For in America, there are six distinguishing criteria for communications at a
“better place to work”:
 Willingness to express dissent. Employees want to be able to offer
feedback to management. They also want access to management, as
well as to have critical letters appear in internal publications. Most of
all, they want management to pay attention.
Discuss: Do employees at TJG have a chance to express dissent? How,
as managers, can we make them feel comfortable enough to do so,
and what sort of vehicle should be put in place to do so?
 Visibility and proximity of upper management. The best
companies try to level rank distinctions, and act against hierarchical
separation. The best CEOs practice MBWA management by
walking around.
Discuss: Is TJG’s leadership team visible? Are they accessible?
 Priority of internal to external communication. Smart
organizations always release pertinent information to employees
first, and consider internal communications primary.
Discuss: Does TJG release pertinent information to employees first?
Has there ever been a situation where employees heard of company
news from the media? Was it dealt with appropriately?
 Attention to clarity. How many employees actually read benefit
booklets? The answer SHOULD be many, but most employees never do
so. Good companies write such booklets with clarity – to be
readable for a general audience, rather than for human
resource specialists.
Discuss: Are TJG’s employee materials employee-friendly? Is there
anything that can be done to improve them?
 Friendly tone. The best companies “give a sense of family” in all that
they communicate. According to Moskowitz, the little things are most
important.
Discuss: Does TJG foster a “sense of family?”
 Sense of humor. People are worried about keeping their jobs.
Corporate life, for many, can be very grim. It is important to keep a
sense of humor, otherwise, corporate life could be disastrous!
Discuss: As a manager, do I have a good sense of humor? Do my
employees recognize this?
CREDIBILITY: THE KEY
➢ If internal communications could be summed up in one word, it would be
credibility. The task for management is to convince employees that it
not only desires to communicate with them but also wishes to do so
in a truthful, frank, and direct manner.
➢ Employees want facts, not wishful thinking. They want the truth, and prefer it
in person. Many surveys suggest that face-to-face communication,
particularly between a supervisor and subordinate, is the most effective
method of employee communication.
➢ Employees also want to know how they are doing. Research indicates that
trust in organizations would increase if management…
 Communicated earlier and more frequently,
 Demonstrated trust in employees by sharing bad news as well
as good, and
 Involved employees in the process by asking for their ideas
and opinions.
➢ Effective employee relations means that an organization’s leaders have taken
the time to clearly and succinctly articulate the vision of the business, show
how employees contribute to it, and demonstrate how it can be lived in their
daily jobs.
➢ Smart companies realize that well-informed employees are the organization’s
best goodwill ambassadors. Being candid with employees is VERY important,
and in today’s world, that means treating people with dignity,
addressing their concerns, and giving them the opportunity to
understand the realities of the marketplace.
➢ The bottom line: Employees want to be treated as important parts of
an organization. They should not be taken for granted, nor should
they be shielded from the truth.
S-H-O-C THE TROOPS
➢ With credible communications in mind, managers can set out to earn
employee trust, which can result in more committed and productive
employees. However, with the levels of employee distrust that exist in many
organizations, it is important to have a systematic approach.
➢ Keeping this in mind, managers can ask themselves one question: How does
management build trust when employee morale is so brittle?
➢ The answer: by using the approach to communication known as “S-H-O-C
the Troops”!
 All communication must be strategic. Most employees want you to
answer two basic questions for them: Where is this organization going?
and What is my role in helping us get there?
 All communication must be honest. The staff may already discount
anything that management tells them, and you cannot hope to build
credibility by sugar-coating.
 All communication must be open. There MUST be an opportunity
for employees to give feedback. No matter how large the organization,
employee views MUST be solicited, listened to, and most importantly,
acted upon. The key here is action. Frequently, management will
stage employee forums, yet not act upon the feedback they are given.
 All communication must be consistent. Once you’ve begun to
communicate, you must keep it up. On-again, off-again
communications or programs that start with bold promises only to
peter out question management’s commitment to keeping the staff
informed.
➢ S-H-O-C Role Play: Assign each team a possible scenario, and have them
come up with a S-H-O-C plan to work through the situation. (See Course
Materials for possible scenarios.)
EMPLOYMENT COMMUNICATION TACTICS
➢ An important point: Before ANY communications program can be
implemented, communicators must have a good sense of employee
attitudes. Do you know how your employees REALLY feel? Do you encourage
them to be honest and forthright when there is an issue? Hopefully, through
this course, you have learned how to build those kinds of relationships with
your employees. That being said, here are some vehicles to drive that
communication.
➢ Internal Communications Audit – This is the type of research that will lay
the groundwork for effective employee communications. This should involve
interviewing employees from the top management level, all the way to entry-
level, to see where each thinks the other stands, as far as communication
goes. Three critical questions for an audit to probe are:
 How do internal communications support the mission of the
organization?
 Do internal communications have management’s support?
 How responsive to employee needs and concerns are internal
communications?
This will help to determine staff attitudes about their job, the organization,
and its mission, as well as give you an analysis of existing communications
techniques.
Question: How would YOU use a communications audit in your department?
➢ Online Communications – Technology has introduced several new vehicles
for employee communication. From email to voicemail, and from intranets to
blogs, there are many effective tools for immediate communication with
employees. Online communications offer the following advantages:
 They are more immediate than print versions.
 They reach employees at their desks, and are more likely to be
read, listened to, and acted upon.
 Employees without computer access are increasingly “losing their
voice” and ability to be heard, especially the ability to submit ideas for
improvement or to access the company’s intranet.
 Online communications can reach virtual employees at their desks at
home, on their Blackberrys, in their cars, or wherever else they may
be.
Many organizations increasingly rely on online communications to exchange
communications quickly and effectively. Print publications are becoming a
thing of the past, and online newsletters are quickly replacing them.
Question: What type of online vehicles could you use in your department?
Are there tools that are currently underutilized? If so, how can you improve
their utilization? Do you feel that your employees know how to access online
communications vehicles quickly, effectively, and can use them to the best of
their ability?
➢ Bulletin Boards – Although it seems counter-intuitive to use a bulletin board
when you have things like an intranet at your fingertips, bulletin boards have
made a major comeback. They are a great central source for news,
 motivational messages, and a generally eye-pleasing vehicle for
communications. The rule for bulletin boards: KEEP IT CURRENT.
Question: How could you use a bulletin board in your department? Do you
currently utilize one? If you have in the past, was it effective?
➢ Suggestion Box & Town Hall Meetings – These are two more antiquated
measures of communication; however, they are still highly effective.
Suggestion boxes used to be a major part of successful companies; however,
they have dwindled, as things like email have become available. Today, there
is only one necessity in implementing a successful suggestion box program:
Ensure there is feedback (management action that deals with
suggestions.) Town hall meetings are large gatherings of employees with
top management, where no subject is off-limits, and management-staff
dialogue is the goal. These meetings must have questions that are
completely unfiltered, otherwise, suspicions of management may be aroused
by employees.
Question: How could these two vehicles be used effectively in my
department?
➢ Face-to-Face Communications – First and foremost, employees want
information face-to-face from the individual for whom they work. Supervisors
are the top choice for most employees, which makes sense, because they are
the authority figures with whom an employee deals with most frequently.
That is the good news. The bad news? Most companies are still inconsistent
when it comes to supervisors relaying important information. Even though
most employees vastly prefer information from their supervisor, many still
rely on the “grapevine” as a primary source of information. As with any
other form of communication, the value of face-to-face meetings lies
in their substance, their regularity, and the candor that managers
bring to such sessions.
Question: This is a time for self-evaluation – how effective am I as a face-to-
face communicator? Do I meet with my employees on a consistent basis? Do
my employees believe me?
➢ The Grapevine – The grapevine, or company rumor mill, can be treacherous.
Often, it is a bad-news rumor that is spread virally throughout an organization
(IE layoffs, closings, etc). These things can be combated and dealt with
quickly through forthright communication. Generally, difficult decisions are
made after a thorough study of the alternatives, and the final decision is
often a compromise, reflecting the needs of both the firm and its publics,
(remember them?)  including the work force. In presenting a final
decision to employees, management often overlooks the value of
explaining how it came to a decision. By comparing alternative
solutions so that the employees can understand more clearly the
rationale behind management solutions, an organization may make
bad news more palatable. And, although the grapevine may seem
diabolical, it shouldn’t be treated as an enemy against effective
communication. It can, in fact, be used to the firm’s advantage, because it is
believed, and EVERYONE seems to tap into it.
Question: How has the grapevine helped/harmed my department? How can I
put it to good use, and how will I keep bad rumors from getting out of hand?