Employees often show concern about the quality and quantity of communication at work.

Some claim that management gives only lip service to open communication but does little to really communicate with them.

Others contend their organizations believe that posting notices on bulletin boards and sending out memos provide adequate communication.

Still others say they receive vague instructions that are difficult to follow.

Ineffective communication often results in poor cooperation and coordination, lower productivity, undercurrents of tension, gossip and rumors, and increased turnover and absenteeism.

Experience shows there are many ways managers can improve internal communication. Here are some things they should do:

Understand that communication is a two-way street. It involves giving information and getting feedback from employees. It isn't finished when information is given.

Put more emphasis on face-to-face communication with employees. Don't rely mainly on bulletin boards, memos and other written communication.

Ask themselves, each time they give an instruction, if the message is clear. Most vagueness is caused by failing to be specific. Example: Don't just tell an employee to "show more interest" in his or her work. If an employee spends too much time chatting with others, be specific about it.

View information as "service to" employees and not "power over" them.

Listen to employees; show respect for them when they speak. They'll feel part of the team and will tend to be more dedicated and productive. One way: Ask questions to show interest and clarify points.

Don't just talk open-door policy. Practice it by walking around and talking to employees. Allow people to disagree and to come up with new ideas.

Conduct one-on-one meetings. Ask each employee to tell the manager how the manager can help the employee do a better job. Then share those things employees can do to help the manager do a better job.

Prepare publications frequently. Emphasize current issues that employees care about; don't substitute quarterly "prettier" publications for substantive, up-to-date ones.

Concentrate on building credibility with employees. Managers who lack credibility and fail to create a climate of trust and openness aren't believed -- no matter how hard they try to communicate.

Credit:
From the editors of Communication Briefings.

National Business News
Jul/Aug 1999
Volume 12, Number 4, Page 19