Embed Size (px)
DESCRIPTION
Half day open interactive workshop in Toronto on communication.
Citation preview
Improving communication in your organization
by Toronto Training and HR
June 2011
Page 2
Contents3-4 Introduction to Toronto Training and HR5-6 Evolution of communication7-9 Creating the right climate10-11 Drill12-14 Employee communication15-17 Email policy18-19 Mistakes made by managers20-21 Communication styles22-25 Pension communication26-32 Gossip and the grapevine33-37 Example-agency in the justice
system38-50 Effective communication51-52 Case study 53-54 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is 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:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Evolution of communication
Page 6
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
Page 7
Creating the right climate
Page 8
Creating the right climate 1 of 2
HONESTY AND TRUSTFace to face communicationFreedom of speechPersonal feedbackActive listeningNon-verbal communication
Page 9
Creating the right climate 2 of 2
OPEN 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
Page 10
Drill
Page 11
Drill
Page 12
Employee communication
Page 13
Employee communication 1 of 2
Have a shared purposeConvince your leadersEngage your peopleConsider your channelsKeep the personal touchWork collaborativelyMeasure your results
Page 14
Employee communication 2 of 2
Employee 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
Page 15
Email policy
Page 16
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.
Page 17
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!
Page 18
Mistakes made by managers
Page 19
Mistakes made by managers
Making 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
Page 20
Communication styles
Page 21
Communication styles
ExpressivesSystematicsSympatheticsDirects
Page 22
Pensions communication
Page 23
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
Page 24
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?
Page 25
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
Page 26
Gossip and the grapevine
Page 27
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
Page 28
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
Page 29
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
Page 30
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
Page 31
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…?
Page 32
Gossip and the grapevine 6 of 6
BREAKING THE SILENCEWhat/who would be included in the ‘unofficial onboarding program’?What are the ‘organizational secrets’? The things that most people know, but which cannot be talked about openly? Why are these issues not confronted?
Page 33
Example-agency in the justice system
Page 34
Example-agency in the justice system 1 of 4
BARRIERS TO COMMUNICATION & CO-OPERATIONBlamingCompeting prioritiesConfidentialityCostsPerformance measuresPoliticsPoor feedback
Page 35
Example-agency in the justice system 2 of 4
BARRIERS TO COMMUNICATION & CO-OPERATIONResistanceRight communication structureSilo mentalityStereotypesTerritorial imperatives
Page 36
Example-agency in the justice system 3 of 4
STRATEGIES TO OVERCOME BARRIERS AccountabilityAppreciationCommon goalsConstructive feedbackElectronic exchange protocolsInstitutionalized protocolsInterpersonal exchangesService-orientated architectureShared successesTrust
Page 37
Example-agency in the justice system 4 of 4
GUIDING PRINCIPLESAccessibilityCompromiseConstructive approachesContextFlexibilityPrivacyProfessionalismReciprocitySensitivitySystem-centred policies
Page 38
Effective communication
Page 39
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
Page 40
Effective communication 2 of 12
AVOIDING BUSINESS COMMUNICATION STUMBLESKeep the conversation realBe accountableHave heart
Page 41
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
Page 42
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
Page 43
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
Page 44
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
Page 45
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
Page 46
Effective communication 8 of 12
PERSUADING EMPLOYEESUnchain senior leadersSet managers up for successMake communication a contact sportMeasure effectiveness
Page 47
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
Page 48
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
Page 49
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
Page 50
Effective communication 12 of 12
FRAMING MESSAGES FOR MAXIMUM IMPACTCircumvent obstaclesCorrect organizational disconnectsChange the style, change the frame
Page 51
Case study
Page 52
Case study
Page 53
Conclusion & Questions
Page 54
Conclusion
SummaryQuestions
