One of the best ways to initiate employee communication is to compose an employee communication survey that can be filled out anonymously. This way, each worker can express their honest opinions about things that are going on in the office without feeling as though they are 'telling' on other employees. It may be best to send the employee communication survey via email, so that employees can type their answers and send the survey directly the HR head. You should include questions about how employees feel about their current position - ask about whether they feel appreciated, and inquire about whether they feel overwhelmed by the assignments that are given to them. You should also ask employees about how they feel about working with the other men and women in their department, and include questions that will let you know whether or not employees feel discriminated against due to race, gender, age, or skill level.
A variety of cutting-edge corporate communications is also a great way to improve internal communications. Composing an employee newsletter for your company is a great way to make sure that each department gets the opportunity to make announcements or ask for assistance from other departments to complete company projects. You can include things in the newsletter like birthdays of employees, or make announcements that will let the company know about employees that may be getting married or welcoming a new baby. An employee newsletter is a great way to make your workplace feel more like a team environment. You can distribute it to employees via email, or print it out monthly to hand out at company meetings.
Speaking of meetings, this is another great way to facilitate effective employee communication strategies. Making sure that your company meetings are a place where workers feel comfortable is another great method for making employee communication an important forum. Set aside a time in the meeting after you've made announcements or explained new company policies for employees to ask questions. Do your workers need to know about changes in company benefits? Are certain departments in your company concerned about finishing a big project on time? Do you have interns or entry level employees that are not sure about their duties? No matter what position employees hold in your company, everyone should have their voices heard. Keeping up a great email system to have online meetings, or establishing programs that will allow employees to log in and make internal announcements is also a great way to make sure the employee communication is positive in your company.
Of course, you can always ask your employees which methods would be best in the future; this direct approach may work best for some, and you can use your meetings or a short email message to get everyone's opinion.
For more information on corporate communications and internal employee communication tools, please visit our website at CutThroughCommunications.com.
Article Source: http://EzineArticles.com/?expert=Louis_Wright
Friday, January 30, 2009
Thursday, January 29, 2009
Employee Communication Via Social Media - Overcoming Internal Resistance
'Digital natives' and 'digital immigrants'
What differentiates the 'digital native' generation, who grew up with the Internet from those who didn't?
Typically, many older workers, or 'digital immigrants', talk about their comfort zone. They find comfort in a hierarchical, command and control management structure. They are good communicators, who like to think, plan and do - in that order. They favour a top-down approach and generally like to play safe. Many of our senior managers fit into the digital immigrant generation.
Digital natives, on the other hand, prefer a guiding and nurturing environment. They do not want instructions handed down from on-high. They are great communicators and great networkers. But they do it differently. Digital tools and social media are like extensions of themselves. This emerging generation thinks acts and communicates quickly. They like engagement and like to try things out. They harness their team's collective experience and skills in order to find solutions. It's all about communicating. Many of the people now joining the workforce are digital natives.
The old way and the new?
The old way uses intranets or websites as static sites. Staff can search and find, but have limited ability to contribute. The new way is interactive and collaborative and uses social media such as Social networks (e.g. Facebook), Blogs, Discussion Forums and Wikis.
Social media tools definitely add value to employee communications. They can help build relationships, increase collaboration, improve productivity, reduce silos, and build engagement. They also offer an excellent means to share ideas and gather qualitative feedback.
So why is social media sometimes so hard to implement as an internal communications tool?
Communicators understand the power of social media but their senior managers, who are often digital immigrants, remain wary and unconvinced. Are these the arguments that you are hearing?
'It's not a priority"
A CIO magazine's study,Top Technology Priorities found that even IT professionals don't consider Web 2.0 a priority. They're focused on network consolidation, outsourcing, CRM, and security. This would seem to back up management's assertion that Intranet 2.0 needs to take a back seat.
The response
Point out that Web 2.0 tools are already commonplace. Innovative companies are already leveraging the power of these tools. Many social media tools are easy and relatively cheap to implement. They don't need to compete with major IT plans.
Don't make sweeping claims when you are proposing social media tools. Managers don't want to hear about social media democratizing the organization. They want to know how business goals will be supported. So use language the CEO will understand and focus on concrete goals where possible.
Spot opportunities and start with small simple projects. Provide evidence of success before proposing a wider implementation.
Do your homework. Support your proposal for a wider implementation with case studies. IBM, Sun Microsystems and the hundreds of other Fortune 500 companies are already successfully wielding these tools.
Tips
Choose web 2.0 channels that have been specifically designed for employee communication. Use low cost communications channels that are quick and easy to implement and manage.
Use a platform that is easy for IT to implement and has little need for ongoing IT support.
Choose a platform that allows access rights to be targeted to specific staff groups.
Ensure centralised reporting allows you to easily quantify the value of the web 2.0 channels and demonstrate their strategic communications value to senior managers.
Try a free trial or low cost pilot to test concepts out prior to a more comprehensive commitment to social media as an internal communications channel.
"We don't have the time, money or resources"
Management quite rightly recognizes that communicators are already overworked. They might also voice concerns about the cost of the tools and the lack of support resources.
The response
Explain tools that assist internal communications assist you.
As for the tools being hungry on money and resources, explain that generally these tools are relatively inexpensive and require little time to set up. Rather then worrying about the return on investment in financial terms the focus should be on what can be gained from making them available.
To keep costs down, lease a Web 2.0 solution. This allows you to leverage developments based on learning from other organisations.
Study less and do more:
* Start the dialogue and keep listening to the comments
* Spot opportunities in the business where social media could provide a good fit
* Start small and simple and use an iterative process
* Predict concerns and solve problems early
* Create an army of evangelists
Tips
Choose web 2.0 channels that have been built only for employee communications purposes, they are not a 'one size fits all' solution with a confusing array of set-up options.
Use a solution that is authenticated back to employees computers which means it is very secure but staff also do not need to remember a user name and password. Just one click and staff are able to participate.
Select a user friendly, intuitive solution that allows staff to participate with little or no training.
Use a low cost solution that can fit within existing employee communications budgets.
Utilise free trials to test out small deployments and evolve the use of staff social media channels based on staff feedback and learning.
Increases in productivity facilitated by improved information flow can easily cost justify the use of social media for employee communications. For example, an interactive Helpdesk channel provides effective real time support channels for staff by allowing them to ask questions in interactive online helpdesks. This means that answers can be made available almost immediately and become part of an evolving searchable repository of knowledge.
It doesn't suit our culture
"These tools aren't a fit with our culture. It's not the way we do business..."
The response
Do you have a young, tech-savvy workforce in an organisation with a flat structure, or is the structure hierarchical with predominantly older workers who may feel uncomfortable with new technology.
It is important to recognise your culture, and to work out what will work and what won't. It is true social media fits better where the culture is democratic and open, rather than hierarchical and paternal. However, even conservative companies are finding increasing numbers of digital natives joining their ranks. Collaboration and team work are here to stay. Knowledge-sharing enables the whole company to benefit from an individual's expertise, and ensures that this knowledge doesn't exit the organisation when the individual leaves.
Explain that providing additional channels for sharing information does not equate to loss of control or a decline in standards. It should lead to increased productivity and innovation.
It may be helpful to encourage knowledge-sharing and collaboration by assisting executives to lead by example. You could also workout a system of rewards for champion bloggers and networkers.
Tips
Select a platform with a range of moderation options. Simply select the setting required for a specific employee blog, staff discussion forum or online helpdesk. Even the most risk adverse managers should feel comfortable with a communications channel that requires every post and comment moderated.
If possible set up moderators to receive desktop alerts notifying them of the need to approve content so that approval (or not) can be fast and seamless.
In time, as managers become more comfortable with the social media as an employee communications tool, it may be appropriate to reset the moderation level to only anonymous posts and comments or even to switch moderation off altogether.
For organizations that are really adverse to social media, why not consider an electronic magazine fomat that permits 'user generated' content.
This will enable you to distribute 'safe discussion' directly to the employee's computer screen.
"It will open a can of worms"
"Employees will say inappropriate things. People will complain, or insult management. Bad language will appear on comments..."
Management may express concerns that the 'rumour mill' will take over, or that staff will spend all day complaining. Management may also be concerned that knowledge-sharing via staff forums or blogs sets a dangerous precedent. This informant is 'unofficial' as no-one has authorised it.
The response
Gossip and staff complaints were around long before Web 2.0 came on the scene. If social media channels do throw up unpleasant surprises, you have at least identified that there are issues which you can address, rather than having a seething undercurrent. Where engagement is low and/or guidelines and policy are not stated, staff may not know how else to communicate worries or causes of dissatisfaction.
Define what social media tools can be used for as part of your strategy and communicate the policy. For example, some companies allow comments to go live without being filtered, whereas others insist that comments go through the editor. Some organizations allow anonymous posts while others don't. Some even have a forum entitled 'Rumour Mill' to flush concerns and gossip out into the open to be addressed.
Not all information needs to be official. Tacit knowledge is still shared around the water cooler, or sent via a memo or email. It may never be captured in a form that can be shared. Management agree that this is a huge disadvantage when knowledgeable staff leave, taking their 'unofficial' knowledge with them. Online tools, on the other hand, capture this know-how. Your staff will easily recognize the distinction between opinion and authoritative content.
Tips
Specify a 'Code of Conduct' clearly at the top of each page view.
Implement a range of moderation levels which allow you to monitor and approve posts if required. For example, moderators could be set to receive a desktop alert when an anonymous post or comment is made.
Use multiple interactive channels. Setting up a specific, moderated helpdesk, for example, around an organisational change, can help keep inappropriate content out of other staff discussion forums. 'Risky' discussions, where sentiment might be negative, can be targeted securely to only those affected. This means that negativity does not need to 'infect' the rest of the organisation.
"It's too risky, too uncontrolled"
Management may equate loss of formality with a decline in standards. The idea that staff can write what they want runs counter to the command-and-control structure of many organisations.
Considerable time, effort, and money go into crafting a strong brand image. CEOs may fear that the company's image will suffer if they make it easy for staff to say anything they want about the organization or their colleagues and managers. They may also worry about leaks to outside world.
The response
Just because communication is taking place online doesn't mean that professionalism and respect will be forgotten. Most staff already know that inappropriate use of email is not acceptable, and will transfer this knowledge automatically to social media tools.
Don't forget that Management have legitimate concerns about the need to keep some information confidential. You can offset Management's fear of losing control by implementing appropriate security measures and guidelines for these channels, just as you do with email and Internet use.
There is no 'one size fits all' when it comes to setting the policy. You know your organisation and whatever works best for your organisation is the best way to go. IBM's solution was to create a wiki and to get its staff to create the policy themselves.
The fact that blogs and online discussion are visible is more likely to deter inappropriate comments.
Tips
Choose social media channels that have been built specifically for secure employee communication. Use a solution with a Client applet that resides on staff computers. Only staff who have the applet and have been targeted with access rights can view these channels. This means that the risk of leaks to the outside world is dramatically reduced.
Code of conduct and moderation options mean that if it possible to keep a close eye on conversations that are considered high risk.
Desktop alerts can inform moderators when new content is added to blogs, forums, Q&A spots and staff helpdesks. This can allow moderators to check that information is correct and amend posts if necessary.
Sarah Perry is a Director of Snap Communications, a company which provides specialist Internal Communications Channels and Solutions. Her specific area of expertise is the use of new technologies in the field of Employee Communications but she has a broad knowledge from strategic communications planning through cross cultural communications to measuring communications effectiveness.
Article Source: http://EzineArticles.com/?expert=Sarah_Perry
What differentiates the 'digital native' generation, who grew up with the Internet from those who didn't?
Typically, many older workers, or 'digital immigrants', talk about their comfort zone. They find comfort in a hierarchical, command and control management structure. They are good communicators, who like to think, plan and do - in that order. They favour a top-down approach and generally like to play safe. Many of our senior managers fit into the digital immigrant generation.
Digital natives, on the other hand, prefer a guiding and nurturing environment. They do not want instructions handed down from on-high. They are great communicators and great networkers. But they do it differently. Digital tools and social media are like extensions of themselves. This emerging generation thinks acts and communicates quickly. They like engagement and like to try things out. They harness their team's collective experience and skills in order to find solutions. It's all about communicating. Many of the people now joining the workforce are digital natives.
The old way and the new?
The old way uses intranets or websites as static sites. Staff can search and find, but have limited ability to contribute. The new way is interactive and collaborative and uses social media such as Social networks (e.g. Facebook), Blogs, Discussion Forums and Wikis.
Social media tools definitely add value to employee communications. They can help build relationships, increase collaboration, improve productivity, reduce silos, and build engagement. They also offer an excellent means to share ideas and gather qualitative feedback.
So why is social media sometimes so hard to implement as an internal communications tool?
Communicators understand the power of social media but their senior managers, who are often digital immigrants, remain wary and unconvinced. Are these the arguments that you are hearing?
'It's not a priority"
A CIO magazine's study,Top Technology Priorities found that even IT professionals don't consider Web 2.0 a priority. They're focused on network consolidation, outsourcing, CRM, and security. This would seem to back up management's assertion that Intranet 2.0 needs to take a back seat.
The response
Point out that Web 2.0 tools are already commonplace. Innovative companies are already leveraging the power of these tools. Many social media tools are easy and relatively cheap to implement. They don't need to compete with major IT plans.
Don't make sweeping claims when you are proposing social media tools. Managers don't want to hear about social media democratizing the organization. They want to know how business goals will be supported. So use language the CEO will understand and focus on concrete goals where possible.
Spot opportunities and start with small simple projects. Provide evidence of success before proposing a wider implementation.
Do your homework. Support your proposal for a wider implementation with case studies. IBM, Sun Microsystems and the hundreds of other Fortune 500 companies are already successfully wielding these tools.
Tips
Choose web 2.0 channels that have been specifically designed for employee communication. Use low cost communications channels that are quick and easy to implement and manage.
Use a platform that is easy for IT to implement and has little need for ongoing IT support.
Choose a platform that allows access rights to be targeted to specific staff groups.
Ensure centralised reporting allows you to easily quantify the value of the web 2.0 channels and demonstrate their strategic communications value to senior managers.
Try a free trial or low cost pilot to test concepts out prior to a more comprehensive commitment to social media as an internal communications channel.
"We don't have the time, money or resources"
Management quite rightly recognizes that communicators are already overworked. They might also voice concerns about the cost of the tools and the lack of support resources.
The response
Explain tools that assist internal communications assist you.
As for the tools being hungry on money and resources, explain that generally these tools are relatively inexpensive and require little time to set up. Rather then worrying about the return on investment in financial terms the focus should be on what can be gained from making them available.
To keep costs down, lease a Web 2.0 solution. This allows you to leverage developments based on learning from other organisations.
Study less and do more:
* Start the dialogue and keep listening to the comments
* Spot opportunities in the business where social media could provide a good fit
* Start small and simple and use an iterative process
* Predict concerns and solve problems early
* Create an army of evangelists
Tips
Choose web 2.0 channels that have been built only for employee communications purposes, they are not a 'one size fits all' solution with a confusing array of set-up options.
Use a solution that is authenticated back to employees computers which means it is very secure but staff also do not need to remember a user name and password. Just one click and staff are able to participate.
Select a user friendly, intuitive solution that allows staff to participate with little or no training.
Use a low cost solution that can fit within existing employee communications budgets.
Utilise free trials to test out small deployments and evolve the use of staff social media channels based on staff feedback and learning.
Increases in productivity facilitated by improved information flow can easily cost justify the use of social media for employee communications. For example, an interactive Helpdesk channel provides effective real time support channels for staff by allowing them to ask questions in interactive online helpdesks. This means that answers can be made available almost immediately and become part of an evolving searchable repository of knowledge.
It doesn't suit our culture
"These tools aren't a fit with our culture. It's not the way we do business..."
The response
Do you have a young, tech-savvy workforce in an organisation with a flat structure, or is the structure hierarchical with predominantly older workers who may feel uncomfortable with new technology.
It is important to recognise your culture, and to work out what will work and what won't. It is true social media fits better where the culture is democratic and open, rather than hierarchical and paternal. However, even conservative companies are finding increasing numbers of digital natives joining their ranks. Collaboration and team work are here to stay. Knowledge-sharing enables the whole company to benefit from an individual's expertise, and ensures that this knowledge doesn't exit the organisation when the individual leaves.
Explain that providing additional channels for sharing information does not equate to loss of control or a decline in standards. It should lead to increased productivity and innovation.
It may be helpful to encourage knowledge-sharing and collaboration by assisting executives to lead by example. You could also workout a system of rewards for champion bloggers and networkers.
Tips
Select a platform with a range of moderation options. Simply select the setting required for a specific employee blog, staff discussion forum or online helpdesk. Even the most risk adverse managers should feel comfortable with a communications channel that requires every post and comment moderated.
If possible set up moderators to receive desktop alerts notifying them of the need to approve content so that approval (or not) can be fast and seamless.
In time, as managers become more comfortable with the social media as an employee communications tool, it may be appropriate to reset the moderation level to only anonymous posts and comments or even to switch moderation off altogether.
For organizations that are really adverse to social media, why not consider an electronic magazine fomat that permits 'user generated' content.
This will enable you to distribute 'safe discussion' directly to the employee's computer screen.
"It will open a can of worms"
"Employees will say inappropriate things. People will complain, or insult management. Bad language will appear on comments..."
Management may express concerns that the 'rumour mill' will take over, or that staff will spend all day complaining. Management may also be concerned that knowledge-sharing via staff forums or blogs sets a dangerous precedent. This informant is 'unofficial' as no-one has authorised it.
The response
Gossip and staff complaints were around long before Web 2.0 came on the scene. If social media channels do throw up unpleasant surprises, you have at least identified that there are issues which you can address, rather than having a seething undercurrent. Where engagement is low and/or guidelines and policy are not stated, staff may not know how else to communicate worries or causes of dissatisfaction.
Define what social media tools can be used for as part of your strategy and communicate the policy. For example, some companies allow comments to go live without being filtered, whereas others insist that comments go through the editor. Some organizations allow anonymous posts while others don't. Some even have a forum entitled 'Rumour Mill' to flush concerns and gossip out into the open to be addressed.
Not all information needs to be official. Tacit knowledge is still shared around the water cooler, or sent via a memo or email. It may never be captured in a form that can be shared. Management agree that this is a huge disadvantage when knowledgeable staff leave, taking their 'unofficial' knowledge with them. Online tools, on the other hand, capture this know-how. Your staff will easily recognize the distinction between opinion and authoritative content.
Tips
Specify a 'Code of Conduct' clearly at the top of each page view.
Implement a range of moderation levels which allow you to monitor and approve posts if required. For example, moderators could be set to receive a desktop alert when an anonymous post or comment is made.
Use multiple interactive channels. Setting up a specific, moderated helpdesk, for example, around an organisational change, can help keep inappropriate content out of other staff discussion forums. 'Risky' discussions, where sentiment might be negative, can be targeted securely to only those affected. This means that negativity does not need to 'infect' the rest of the organisation.
"It's too risky, too uncontrolled"
Management may equate loss of formality with a decline in standards. The idea that staff can write what they want runs counter to the command-and-control structure of many organisations.
Considerable time, effort, and money go into crafting a strong brand image. CEOs may fear that the company's image will suffer if they make it easy for staff to say anything they want about the organization or their colleagues and managers. They may also worry about leaks to outside world.
The response
Just because communication is taking place online doesn't mean that professionalism and respect will be forgotten. Most staff already know that inappropriate use of email is not acceptable, and will transfer this knowledge automatically to social media tools.
Don't forget that Management have legitimate concerns about the need to keep some information confidential. You can offset Management's fear of losing control by implementing appropriate security measures and guidelines for these channels, just as you do with email and Internet use.
There is no 'one size fits all' when it comes to setting the policy. You know your organisation and whatever works best for your organisation is the best way to go. IBM's solution was to create a wiki and to get its staff to create the policy themselves.
The fact that blogs and online discussion are visible is more likely to deter inappropriate comments.
Tips
Choose social media channels that have been built specifically for secure employee communication. Use a solution with a Client applet that resides on staff computers. Only staff who have the applet and have been targeted with access rights can view these channels. This means that the risk of leaks to the outside world is dramatically reduced.
Code of conduct and moderation options mean that if it possible to keep a close eye on conversations that are considered high risk.
Desktop alerts can inform moderators when new content is added to blogs, forums, Q&A spots and staff helpdesks. This can allow moderators to check that information is correct and amend posts if necessary.
Sarah Perry is a Director of Snap Communications, a company which provides specialist Internal Communications Channels and Solutions. Her specific area of expertise is the use of new technologies in the field of Employee Communications but she has a broad knowledge from strategic communications planning through cross cultural communications to measuring communications effectiveness.
Article Source: http://EzineArticles.com/?expert=Sarah_Perry
Tuesday, January 27, 2009
Innovative Ideas For Employee Communication
With so much information saturating the corporate culture, employers are constantly on the lookout for new ways to get information to their employees by way of corporate communications. After all, even email has become a somewhat old-fashioned way of communicating, as more people use Blackberries and Web conferencing to give out information and pass messages to their employees. There are a number of innovative new ways that you can communicate with your employees. Two great ways include:
• Instant messaging: Almost every Web browser out there has an instant messaging feature these days and this can be a faster method of communicating than even email. Because the instant message alert pops up on the screen each time there is a message, this can be a quick way to communicate with employees working in the office as well as remotely. Beware of this option however: your employees may use it to chat about personal matters when they should be working.
• Snap Comm tools: One of the more unique methods of employer/employee communication on the market today, Snap Comm tools feature six distinct features that allow employers to get their message out to their employees without having to send a slew of individual messages. For example, the six Snap Comm channels include:
• Snap Poll: Want to know exactly what your employees think on a variety of issues? Let them take this quick and easy on-screen quiz that boasts an improved response rate because of its ease of use.
• Snap Ticker: Similar to what you see on CNN, these scrolling tickers will give your employees critical updates and disseminate important company information with the click of a button.
• Snap Quiz: On-screen quiz features will help you get an idea of where your employees might be weak in terms of company policy. There is an automated scoring option that takes the work out of getting all of the results.
• Snap Mag: A replacement for your company newsletter, this electronic version can help reduce the amount of group emails you have to send to virtually nothing.
• Snap Alert: These desktop alerts pop up on the screen as soon as you send out information that has to get to your employees NOW! This is the best way to ensure that your messages take priority over all of the other virtual clutter on your employee's computer.
• Snap Shots: These screensavers act as billboards, broadcasting your message and ensuring that it is being reinforced every time your employee is forced to view it. A great way to get some core company concepts across.
Effective employee communication is the key to good management and communication between employers and their employees. Both of these methods will ensure that you are keeping up with changes in technology that allow you to communicate more easily with your employees and continue to strive for professional excellence and communication in your place of business.
You can get to know more about corporate communications and Effective employee communication using Snap Comms at our website Cut Through Communications.com
Article Source: http://EzineArticles.com/?expert=Louis_Wright
• Instant messaging: Almost every Web browser out there has an instant messaging feature these days and this can be a faster method of communicating than even email. Because the instant message alert pops up on the screen each time there is a message, this can be a quick way to communicate with employees working in the office as well as remotely. Beware of this option however: your employees may use it to chat about personal matters when they should be working.
• Snap Comm tools: One of the more unique methods of employer/employee communication on the market today, Snap Comm tools feature six distinct features that allow employers to get their message out to their employees without having to send a slew of individual messages. For example, the six Snap Comm channels include:
• Snap Poll: Want to know exactly what your employees think on a variety of issues? Let them take this quick and easy on-screen quiz that boasts an improved response rate because of its ease of use.
• Snap Ticker: Similar to what you see on CNN, these scrolling tickers will give your employees critical updates and disseminate important company information with the click of a button.
• Snap Quiz: On-screen quiz features will help you get an idea of where your employees might be weak in terms of company policy. There is an automated scoring option that takes the work out of getting all of the results.
• Snap Mag: A replacement for your company newsletter, this electronic version can help reduce the amount of group emails you have to send to virtually nothing.
• Snap Alert: These desktop alerts pop up on the screen as soon as you send out information that has to get to your employees NOW! This is the best way to ensure that your messages take priority over all of the other virtual clutter on your employee's computer.
• Snap Shots: These screensavers act as billboards, broadcasting your message and ensuring that it is being reinforced every time your employee is forced to view it. A great way to get some core company concepts across.
Effective employee communication is the key to good management and communication between employers and their employees. Both of these methods will ensure that you are keeping up with changes in technology that allow you to communicate more easily with your employees and continue to strive for professional excellence and communication in your place of business.
You can get to know more about corporate communications and Effective employee communication using Snap Comms at our website Cut Through Communications.com
Article Source: http://EzineArticles.com/?expert=Louis_Wright
Monday, January 26, 2009
Workplace Communication = Money!
Train your staff and survive the hard times
Thousands of businesses are failing each year, and millions of people are losing their jobs. Therefore, a serious look at your company and its ability to survive is called for. Every business needs that extra edge to rise head and shoulders above the competition. If your company does not develop that extra edge, there is a very good chance it will fail and you'll be another casualty of this fragile economy. This is a demanding market and prospective clients require excellent service - and they want it with a smile. They expect courteous treatment and, if they don't receive it, they will look elsewhere. To avoid this situation, every person in your company should put forth extra effort to make the company look top notch, and worth doing business with. Your must train each member of the company in effective workplace communication by training them in communication and negotiation skills, corporate communication, and employee communication.
For example, ask yourself these questions: Who answers the phone for your company? Who greets clients when they come into your place of business? If you don't, do you know who does and how qualified that employee is? How do staff members communicate with each other? Has your company had a continual turnover of employees or a problem with workplace productivity? Does your company promote productive employee communication? These are extremely important questions to ask and answer. The future of your company could be at stake.
Pretend for a minute that I am a prospective client (a medical doctor) who wants to spend $150,000 on either a product or a service at your company. I call your business to make an appointment and am faced with a surly receptionist, smacking her gum and talking to her co-worker while answering the phone. What are the chances that I will make an appointment? And even if I do, who greets me at the door when I arrive at your place of business? Is it someone with an "attitude", or someone who is too busy talking to a colleague to bother with me? Or, is it someone who has difficulty with the English language? Or, someone who looks and dresses like a street walker? Now what are the chances your business will get my business? However, let's say I ignore all this and make arrangements to use email because going into your place of business dismays me. Now, I receive email from one of your employees who failed to use spell-check before sending the email to me, plus the subject line is empty. Also, I am addressed by my first name instead of by my title and last name. Do you honestly believe that I will still want to do business with you?
In view of the above scenario it is apparent that appropriate and effective communication between client and staff is incredibly important, as is effective communication between staff members. Remember, the client in today's marketplace is looking for prompt and outstanding service. If that client can get a bargain along with the right degree of respect and effective communication from staff members, the chances are you will get a client who will do business.
Cast your mind back, to either going to a business office, or to a local burger joint; were you greeted with a smile? Did the greeting employee even look at you when taking your order? Did you get the feeling that you were important? More than likely not! However, if these employees had been trained in effective communication, your experience would have been quite different. Let your company benefit from a communication coach. It would greatly enhance your employee/ client communication, your interoffice communication which all points to the bottom line; your business's profit margin. Interactive communication workshops will benefit your staff and give your company a leg-up in the business community. Thus, failing to train staff to be effective communicators and thereby losing a prospective $150,000 client is just bad business.
Peter Lett Communications - Peter Lett is a published author and expert on Communications & Negotiations and specializes in communication workshops, seminars and business coaching http://www.peterlett.com
Peter Lett is a published author and expert on Communications & Negotiations. Mr. Lett specializes in communication workshops, seminars, and business coaching.
Article Source: http://EzineArticles.com/?expert=Peter_Lett
Thousands of businesses are failing each year, and millions of people are losing their jobs. Therefore, a serious look at your company and its ability to survive is called for. Every business needs that extra edge to rise head and shoulders above the competition. If your company does not develop that extra edge, there is a very good chance it will fail and you'll be another casualty of this fragile economy. This is a demanding market and prospective clients require excellent service - and they want it with a smile. They expect courteous treatment and, if they don't receive it, they will look elsewhere. To avoid this situation, every person in your company should put forth extra effort to make the company look top notch, and worth doing business with. Your must train each member of the company in effective workplace communication by training them in communication and negotiation skills, corporate communication, and employee communication.
For example, ask yourself these questions: Who answers the phone for your company? Who greets clients when they come into your place of business? If you don't, do you know who does and how qualified that employee is? How do staff members communicate with each other? Has your company had a continual turnover of employees or a problem with workplace productivity? Does your company promote productive employee communication? These are extremely important questions to ask and answer. The future of your company could be at stake.
Pretend for a minute that I am a prospective client (a medical doctor) who wants to spend $150,000 on either a product or a service at your company. I call your business to make an appointment and am faced with a surly receptionist, smacking her gum and talking to her co-worker while answering the phone. What are the chances that I will make an appointment? And even if I do, who greets me at the door when I arrive at your place of business? Is it someone with an "attitude", or someone who is too busy talking to a colleague to bother with me? Or, is it someone who has difficulty with the English language? Or, someone who looks and dresses like a street walker? Now what are the chances your business will get my business? However, let's say I ignore all this and make arrangements to use email because going into your place of business dismays me. Now, I receive email from one of your employees who failed to use spell-check before sending the email to me, plus the subject line is empty. Also, I am addressed by my first name instead of by my title and last name. Do you honestly believe that I will still want to do business with you?
In view of the above scenario it is apparent that appropriate and effective communication between client and staff is incredibly important, as is effective communication between staff members. Remember, the client in today's marketplace is looking for prompt and outstanding service. If that client can get a bargain along with the right degree of respect and effective communication from staff members, the chances are you will get a client who will do business.
Cast your mind back, to either going to a business office, or to a local burger joint; were you greeted with a smile? Did the greeting employee even look at you when taking your order? Did you get the feeling that you were important? More than likely not! However, if these employees had been trained in effective communication, your experience would have been quite different. Let your company benefit from a communication coach. It would greatly enhance your employee/ client communication, your interoffice communication which all points to the bottom line; your business's profit margin. Interactive communication workshops will benefit your staff and give your company a leg-up in the business community. Thus, failing to train staff to be effective communicators and thereby losing a prospective $150,000 client is just bad business.
Peter Lett Communications - Peter Lett is a published author and expert on Communications & Negotiations and specializes in communication workshops, seminars and business coaching http://www.peterlett.com
Peter Lett is a published author and expert on Communications & Negotiations. Mr. Lett specializes in communication workshops, seminars, and business coaching.
Article Source: http://EzineArticles.com/?expert=Peter_Lett
Sunday, January 25, 2009
Internal Communication: 12 Essential Elements
There are 12 essential elements of a successful internal communications strategy:
1. Effective employee-directed communications must be led from the top
Effective communications require the active commitment and endorsement of senior managers. It is not enough simply to develop a 'vision statement' or formulate in general terms the values by which the company lives. Behaviour is what counts. Managers must be seen to behave in a manner that is consistent with the ethos they are promoting.
2. The essence of good communications is consistency
At all costs, avoid following fashion and tinkering. If you try to improve communications and then fail—because your messages are inconsistent or are ‘good news only'—things will not quietly settle back into the way they used to be. You will inevitably have created expectations, and may have to live with the consequences of having disappointed those expectations.
3. Successful employee communications owe as much to consistency, careful planning and attention to detail as they do to charisma or natural gifts
We might not all be another Zig Ziglar, Tony Robbins or Bill Clinton. But even such communication ‘giants' slip up if they fail to plan, fail to pay attention to detail and fail to project a consistent message.
4. Communication via the line manager is most effective
‘ Line Manager to employee' communication is an opportunity for people to ask questions and check that they have understood the issues correctly. However, be aware that business urgency and reality may dictate the need, on many occasions, to inform employees directly rather than relying entirely on the cascade process. (Though managers will still need to answer people's questions and listen to their views.)
5. Employee communications are not optional extras, they are part of business as usual and should be planned and budgeted for as such
An employee communications plan—key themes, targets, objectives and resources—provides a context in which to deliver initiatives that arise at short notice.
6. There must be integration between internal and external communications
There must be a fit between what you are telling your people and what you are telling your customers, shareholders and public. (By the same token, there must be a fit between what you are telling your people, and what the external media are telling them.)
7. Timing is critical
However clearly expressed and well-presented your message may be, if it arrives at the wrong time you might as well not have bothered. Old news is often worse than no news. Consequently, it is important to ensure that the channels you use can really deliver at the time you need them to.
8. Tone is important
Expressing overly-gushing enthusiasm about a technical change of little real significance to your staff or public at large is scarcely calculated to make people take your message to heart. If they don't take that message to heart, why would they take the rest of what you say to their bosoms?
9. Never lose sight of the ‘what's in it for me?' factor
We are self-interested creatures. I may have invented the most amazing gadget ever, but unless I get you emotionally involved you are never likely to listen to my message about it. But if I can show you how my gadget will revolutionise your life, add dollars to your wallet, free up your time, fix your smelly feet, wash your car for you, stop your kids arguing with you, bring peace with your spouse, bring world peace…
10. Communication is a two-way process
Employee communications are NOT a one-way information dump. Capturing feedback is of critical importance, and if you are not seen to be listening and acting on what you are told, why should people bother telling you?
11. A single key theme or a couple of key themes is a means of giving coherence to a range of diverse employee communications initiatives
In recent years, the overriding theme of many corporate employee communications has been the impact on the business of competition, regulation and economic forces. Many messages and initiatives can therefore be evaluated according to the light they shed on one or more of these key themes.
12. Set your standards and stick to them
Determine which channels should be mandatory and which should be optional; establish quality standards for all channels and review these at least annually.
When you match consumer psychology with effective communication styles you get a powerful combination. Lee Hopkins can show you how to communicate better for better business results. At Hopkins-Business-Communication-Training.com you can find the secrets to communication success.
Article Source: http://EzineArticles.com/?expert=Lee_Hopkins
1. Effective employee-directed communications must be led from the top
Effective communications require the active commitment and endorsement of senior managers. It is not enough simply to develop a 'vision statement' or formulate in general terms the values by which the company lives. Behaviour is what counts. Managers must be seen to behave in a manner that is consistent with the ethos they are promoting.
2. The essence of good communications is consistency
At all costs, avoid following fashion and tinkering. If you try to improve communications and then fail—because your messages are inconsistent or are ‘good news only'—things will not quietly settle back into the way they used to be. You will inevitably have created expectations, and may have to live with the consequences of having disappointed those expectations.
3. Successful employee communications owe as much to consistency, careful planning and attention to detail as they do to charisma or natural gifts
We might not all be another Zig Ziglar, Tony Robbins or Bill Clinton. But even such communication ‘giants' slip up if they fail to plan, fail to pay attention to detail and fail to project a consistent message.
4. Communication via the line manager is most effective
‘ Line Manager to employee' communication is an opportunity for people to ask questions and check that they have understood the issues correctly. However, be aware that business urgency and reality may dictate the need, on many occasions, to inform employees directly rather than relying entirely on the cascade process. (Though managers will still need to answer people's questions and listen to their views.)
5. Employee communications are not optional extras, they are part of business as usual and should be planned and budgeted for as such
An employee communications plan—key themes, targets, objectives and resources—provides a context in which to deliver initiatives that arise at short notice.
6. There must be integration between internal and external communications
There must be a fit between what you are telling your people and what you are telling your customers, shareholders and public. (By the same token, there must be a fit between what you are telling your people, and what the external media are telling them.)
7. Timing is critical
However clearly expressed and well-presented your message may be, if it arrives at the wrong time you might as well not have bothered. Old news is often worse than no news. Consequently, it is important to ensure that the channels you use can really deliver at the time you need them to.
8. Tone is important
Expressing overly-gushing enthusiasm about a technical change of little real significance to your staff or public at large is scarcely calculated to make people take your message to heart. If they don't take that message to heart, why would they take the rest of what you say to their bosoms?
9. Never lose sight of the ‘what's in it for me?' factor
We are self-interested creatures. I may have invented the most amazing gadget ever, but unless I get you emotionally involved you are never likely to listen to my message about it. But if I can show you how my gadget will revolutionise your life, add dollars to your wallet, free up your time, fix your smelly feet, wash your car for you, stop your kids arguing with you, bring peace with your spouse, bring world peace…
10. Communication is a two-way process
Employee communications are NOT a one-way information dump. Capturing feedback is of critical importance, and if you are not seen to be listening and acting on what you are told, why should people bother telling you?
11. A single key theme or a couple of key themes is a means of giving coherence to a range of diverse employee communications initiatives
In recent years, the overriding theme of many corporate employee communications has been the impact on the business of competition, regulation and economic forces. Many messages and initiatives can therefore be evaluated according to the light they shed on one or more of these key themes.
12. Set your standards and stick to them
Determine which channels should be mandatory and which should be optional; establish quality standards for all channels and review these at least annually.
When you match consumer psychology with effective communication styles you get a powerful combination. Lee Hopkins can show you how to communicate better for better business results. At Hopkins-Business-Communication-Training.com you can find the secrets to communication success.
Article Source: http://EzineArticles.com/?expert=Lee_Hopkins
Saturday, January 24, 2009
Communication Skills - How to Improve
It's safe to say that communication skills, among other issues, played a big role in the recent U.S. Presidential election. Opportunities are gained and lost due to speaking and listening skills. We can all be better at this. Here are 5 Cool Ideas for better communication.
1. No comment is a good thing.
Okay, pay attention people. It's okay to say, "I don't know," once in a while.
2. Keep non-verbal signals within the "normal" range.
Behavioral psychologists suggest that the average length of a smile should be about 1.5 seconds, but in the U.S. Presidential campaign, Mitt Romney had a habit of smiling for up to 10 seconds at a time.
3. It's okay not to say everything that comes to mind.
A recent Miss Teen USA contestant was asked to comment on Americans who can't locate their own country on a map. She said, "I personally believe that U.S. Americans are unable to do so because, uh, some people out there in our nation don't have maps and uh, I believe that our education like, such as, in South Africa and the Iraq, everywhere, such as . . ." and then I stopped listening.
4. Adjust your e-mail to communicate better 50 times a day.
The signature file is the chunk of text that is "automatically" added to the bottom of your e-mail. It's surprisingly common to see smart people not include their area code, physical address and other identifiers here.
5. Pause before speaking.
Wait about two seconds before responding to people in person and on the phone. The extra time will help others believe that you're really listening to them and help you formulate a more intelligent response.
Michael Angelo Caruso has delivered over 2,000 keynote speeches and presentations on the subject of communication. He is President of the Edison House, a Detroit-based consulting and publishing company. Mr. Caruso is author of the 5 Cool Ideas books and the FastLearnerAudio series, which can help you become an even better person.
To receive Michael's free, bi-monthly 5 Cool Ideas newsletter, simply send an e-mail to 5CoolIdeas@EdisonHouse.com.
Article Source: http://EzineArticles.com/?expert=Michael_Angelo_Caruso
1. No comment is a good thing.
Okay, pay attention people. It's okay to say, "I don't know," once in a while.
2. Keep non-verbal signals within the "normal" range.
Behavioral psychologists suggest that the average length of a smile should be about 1.5 seconds, but in the U.S. Presidential campaign, Mitt Romney had a habit of smiling for up to 10 seconds at a time.
3. It's okay not to say everything that comes to mind.
A recent Miss Teen USA contestant was asked to comment on Americans who can't locate their own country on a map. She said, "I personally believe that U.S. Americans are unable to do so because, uh, some people out there in our nation don't have maps and uh, I believe that our education like, such as, in South Africa and the Iraq, everywhere, such as . . ." and then I stopped listening.
4. Adjust your e-mail to communicate better 50 times a day.
The signature file is the chunk of text that is "automatically" added to the bottom of your e-mail. It's surprisingly common to see smart people not include their area code, physical address and other identifiers here.
5. Pause before speaking.
Wait about two seconds before responding to people in person and on the phone. The extra time will help others believe that you're really listening to them and help you formulate a more intelligent response.
Michael Angelo Caruso has delivered over 2,000 keynote speeches and presentations on the subject of communication. He is President of the Edison House, a Detroit-based consulting and publishing company. Mr. Caruso is author of the 5 Cool Ideas books and the FastLearnerAudio series, which can help you become an even better person.
To receive Michael's free, bi-monthly 5 Cool Ideas newsletter, simply send an e-mail to 5CoolIdeas@EdisonHouse.com.
Article Source: http://EzineArticles.com/?expert=Michael_Angelo_Caruso
Friday, January 23, 2009
Employee Communication: The Secret to Business Success
Business surveys consistently show us that poor workplace communication is a major source of employee dissatisfaction. The repercussions of this include not just low employee morale. Employee productivity suffers, along with a range of other business performance indicators.
Business Impact of Poor Communication
Have you stopped to think about how much unsatisfactory communication practices are costing your business? Some of these costs include:
* increased employee turnover
* increased absenteeism
* dissatisfied customers from poor customer service
* higher product defect rates
* lack of focus on business objectives
* stifled innovation
How many of these costs can you recognize in your business? You can turn the situation around. Employees will put in that extra "discretionary effort" when they are kept informed openly and honestly on aspects of their job and the business and they feel that they are being listened to with empathy.
Employee Communication Needs
What and how should you communicate with your employees? Communication in your organization should satisfy the three key employee needs before they can be engaged and highly productive. Each and every employee needs to:
1. Know that …
–included here are facts about your organization and their specific job – what business you are in, who your customers are, specific details about your product or service, where forms are located, who to see when there is a problem ...
2. Master that …
–included here are the practical skills required to do their job well – repairing a machine, filling out an invoice, designing a building, writing a software program ...
3. Feel that …
–included here are the interactions that give them a sense of belonging and self-worth – being listened to, respected, trusted, valued ...
Managers predominantly concentrate on the first need – know that – and pay less attention to the second need to master skills. The third need – feel that – is what makes employees distinctly human and what drives them to outstanding achievement in work and outside of work. And yet it is in this dimension that employee communications are most lacking.
Look closely at the communication happening in your business. Is it satisfying what employees need to be fully engaged and working productively? Consider each of the four fundamental levels of communication in your organization for an answer:
1. Organization wide communication – involving all employees
2. Departmental communication – specific to one department or unit
3. Team communication – within one cohesive team or group
4. Individual communication – specific to one employee at any one time
Communications may be working effectively at higher levels, with regular and informative newsletters emanating from Head Office. However, the quality and quantity of communications may fail dismally at the more local level. The interpersonal skills of supervisors, team leaders and local managers are especially critical at levels 3 and 4, as these are the people that frontline workers develop working relationships with most personally and closely. Many exit surveys have shown that employees commonly leave an organization because of a poor working relationship with an immediate supervisor. How are the communication skills of the supervisors in your organization?
Just as important is the communication between and within levels. Gone are the days when departments could stand as silos, isolated from the rest of the organization by impenetrable barriers. Intra-national and international competition is now so fierce that everyone in the organization needs to collaborate closely on solving organizational challenges and on achieving agreed strategic objectives. What are the communication barriers in your organization?
Where is your organization at in its life-cycle? Is it large or growing rapidly? As more people are added to an organization, communication needs and stresses increase exponentially. Joe, who used to do purchasing, inspection and warehousing on his own now needs to talk to three other departments as well as the people in his own growing team. What structures, systems and processes has your organization put in place to encourage and facilitate effective communication flow?
Well-designed organizational culture surveys and employee communication surveys can determine how well your communication systems and practices are contributing to your organization’s performance – or how much they are hindering performance. This information will then help you in devising an effective employee communication strategy. Whatever else you do, communication practices impact every facet of your business. Looking closely at communication in your organization is well worth your while, because even if you do not, your employees are.
2006 © Business Performance Pty Ltd. All rights reserved.
Vicki Heath is the Director of Business Performance Pty Ltd, a company providing practical online information and resources in a range of business areas, including employee surveys. Her company's guides, tools and templates assist organizations engage and develop people, manage organizational change and improve project delivery.
Available tools include a ready-to-go Organization Communication Assessment Survey. This survey in the familiar Microsoft Word format is customizable and is packaged with a comprehensive Consultant Guide. Investigate this and other useful tools and free downloads at http://www.businessperform.com.
Article Source: http://EzineArticles.com/?expert=Vicki_Heath
Business Impact of Poor Communication
Have you stopped to think about how much unsatisfactory communication practices are costing your business? Some of these costs include:
* increased employee turnover
* increased absenteeism
* dissatisfied customers from poor customer service
* higher product defect rates
* lack of focus on business objectives
* stifled innovation
How many of these costs can you recognize in your business? You can turn the situation around. Employees will put in that extra "discretionary effort" when they are kept informed openly and honestly on aspects of their job and the business and they feel that they are being listened to with empathy.
Employee Communication Needs
What and how should you communicate with your employees? Communication in your organization should satisfy the three key employee needs before they can be engaged and highly productive. Each and every employee needs to:
1. Know that …
–included here are facts about your organization and their specific job – what business you are in, who your customers are, specific details about your product or service, where forms are located, who to see when there is a problem ...
2. Master that …
–included here are the practical skills required to do their job well – repairing a machine, filling out an invoice, designing a building, writing a software program ...
3. Feel that …
–included here are the interactions that give them a sense of belonging and self-worth – being listened to, respected, trusted, valued ...
Managers predominantly concentrate on the first need – know that – and pay less attention to the second need to master skills. The third need – feel that – is what makes employees distinctly human and what drives them to outstanding achievement in work and outside of work. And yet it is in this dimension that employee communications are most lacking.
Look closely at the communication happening in your business. Is it satisfying what employees need to be fully engaged and working productively? Consider each of the four fundamental levels of communication in your organization for an answer:
1. Organization wide communication – involving all employees
2. Departmental communication – specific to one department or unit
3. Team communication – within one cohesive team or group
4. Individual communication – specific to one employee at any one time
Communications may be working effectively at higher levels, with regular and informative newsletters emanating from Head Office. However, the quality and quantity of communications may fail dismally at the more local level. The interpersonal skills of supervisors, team leaders and local managers are especially critical at levels 3 and 4, as these are the people that frontline workers develop working relationships with most personally and closely. Many exit surveys have shown that employees commonly leave an organization because of a poor working relationship with an immediate supervisor. How are the communication skills of the supervisors in your organization?
Just as important is the communication between and within levels. Gone are the days when departments could stand as silos, isolated from the rest of the organization by impenetrable barriers. Intra-national and international competition is now so fierce that everyone in the organization needs to collaborate closely on solving organizational challenges and on achieving agreed strategic objectives. What are the communication barriers in your organization?
Where is your organization at in its life-cycle? Is it large or growing rapidly? As more people are added to an organization, communication needs and stresses increase exponentially. Joe, who used to do purchasing, inspection and warehousing on his own now needs to talk to three other departments as well as the people in his own growing team. What structures, systems and processes has your organization put in place to encourage and facilitate effective communication flow?
Well-designed organizational culture surveys and employee communication surveys can determine how well your communication systems and practices are contributing to your organization’s performance – or how much they are hindering performance. This information will then help you in devising an effective employee communication strategy. Whatever else you do, communication practices impact every facet of your business. Looking closely at communication in your organization is well worth your while, because even if you do not, your employees are.
2006 © Business Performance Pty Ltd. All rights reserved.
Vicki Heath is the Director of Business Performance Pty Ltd, a company providing practical online information and resources in a range of business areas, including employee surveys. Her company's guides, tools and templates assist organizations engage and develop people, manage organizational change and improve project delivery.
Available tools include a ready-to-go Organization Communication Assessment Survey. This survey in the familiar Microsoft Word format is customizable and is packaged with a comprehensive Consultant Guide. Investigate this and other useful tools and free downloads at http://www.businessperform.com.
Article Source: http://EzineArticles.com/?expert=Vicki_Heath
Wednesday, January 21, 2009
Face-to-Face Communication - Old Fashioned? Not!
It's unbelievable how dependent we've become as a society on electronic communication devices! E-mail, text messaging, PDA's, cell phones, video conferencing, blackberries, blueberries, rasberries, and more...have taken the place of good old fashioned, face-to-face communication leading to many interpersonal difficulties and miscommunications in today's workplace.
You may be thinking...Why improve my interpersonal skills when most businesses do 99% of communication by telephone, teleconferencing, videoconferencing, e-mail, and on rare occasions, snail mail. A popular way of thinking today...but, is it really the correct way? "Face-to-face communication remains the most powerful human interaction," says Kathleen Begley, Ed.D., author of Face-to-Face Communication, Making Human Connections in a Technology-Driven World. "As wonderful as electronic devices are, they can never fully replace the intimacy and immediacy of people conversing in the same room and it has worked for millions of years."
In business, we talk about "B2B" (business to business) and "B2C" (business to consumer) methods. I try to buck the trend (in a positive way!) to stress the importance of face-to-face communication. You'll hear me talk a lot about the "P2P" (people-to-people) connections and how important it is to get beyond technology and talk face-to-face with friends, family, colleagues, customers, vendors, and the like. You may think that's a bit old-fashioned, but in my opinion, there is no substitution for the human, up-close and personal contact. Don't get me wrong, there is a place for the terrific technology tools we have today and I use it regularly, but it's not always my first or best choice.
Several decades ago, John Naisbitt, in his mega 1960's best-seller, Megatrends: Ten New Directions Transforming Our Lives, brought a new concept to the forefront called "high tech, high touch." His idea was that "as human beings became capable of anonymous electronic communication, they would concurrently need more close-up personal interaction." Seems to me that he was right on target!
We live in a society when flocking to the local coffee shop or diner for coffee chats with business associates or friends is a testimony to our need for human togetherness, especially when most coffee lovers can make a latte or cappuccino right in their homes. Think about the fortunes coffee establishments are making on our need for face-to-face communication! The people-to-people connections...
We hear of the many children (and adults) who spend countless hours alone playing video games. However, The Game Manufacturing Association reported in 2003 that family board game sales (like Monopoly and Scrabble) are booming and growing at 20% per year. Cranium has recently come out with a whole new line of board games for our "little people" (ages 3+). The people-to-people connections start at an early age - if you haven't heard it, ask me to tell you my "Papa Zitto" story!
Even when disaster strikes and the news media bring these events into our homes and workplaces via TV, radio and the Internet, we seek out opportunities to share grief. I personally waited in line for almost three hours with hundreds of others to visit Ground Zero in New York when it opened to the public in December 2001. Many people also left makeshift shrines nearby to honor the victims of that tragedy. The people-to-people connections...
We lead hectic, multi-tasking lives both at home and in the workplace these days and we find the need for balance even more critical than in days gone by. We understand that technology can be impersonal, but it's quick! We know we need to make time for more people-to-people connections but, the reality of the hectic pace doesn't leave us much time for this more intimate form of communication. You may be thinking, isn't it much faster to make a quick phone call, send a brief e-mail, or hook up via video-conferencing to have a meeting of the minds? Yes and no. It's a communications paradox...faster is not always better.
So the better question may be, how can we make the best of both worlds - technology and face-to-face, people-to-people connections?
Just as fashions are redesigned and come back with a variation on a style from days-gone- by, I believe it is time for redesigning and revitalizing face-to-face (P2P) communication skills.
We need to get the balance right! People-to-people (P2P) communication skills remain one of the primary success factors in business, even in this age of technology. There are many situations - often those involving conflict, hurt feelings, high priority, or a large sum of money - that demand business people take the time and trouble to get in the same room to share information. Video-conferencing has become a good simulation and cost-effective method when individuals are in remote locations, but there is still no substitute for good, old-fashioned, face-to-face communication.
Don't take my word for it...Let's take a look at what some of the experts are saying.
Tom Peters, internationally known business guru, says without reservation that you should constantly attend to your face-to-face communication. Not to do so, will lead to career disaster. "We believe in high tech, high touch," Peters writes. "No question, technology is the Great Enabler. But, paradoxically, now the human bit is more, not less, important than ever before."
Sheila Hodge, author of Global Smarts: The Art of Communicating and Deal Making Anywhere in the World, says "The modern office is full of gadgets - computers and the Internet, uplinks and downlinks, videoconferencing, and online databases. Many people think they should let the fancy technology handle the messy task of interfacing with people."
Jo-Ellan Dimitrius, in her book Reading People, talks about how young, technically oriented employees tend to communicate mostly in computer chat rooms. "If you want to become a better communicator, you must make a conscious effort to engage other people (in person)," she writes. "Even the most entrenched Internet junkie can learn the true meaning of 'chat' if the desire is there, but you have to get off the couch and make it happen."
Gary McClain and Deborah Romaine in their book, The Everything Managing People Book, put it this way..."Consistent, daily face-to-face communication promotes more than just good feelings; it also promotes effective and collaborative teamwork."
"One of the most critical areas of communication to get right in business is the one-on-one situations - especially offering advice, constructive feedback, and annual performance appraisals," says Chris Roebuck in Effective Communication.
One of my favorite quotes stated very simply by Margaret Wheatley, Turning to One Another: Simple Conversations to Restore Hope for the Future, says "I can believe we can change the world if we start talking to one another again."
Sounds like we're on to something here...So, what can you do? Start out by taking an honest look at your communication methods and your attitude about technology vs. (P2P) face-to-face interaction. Are you e-mailing more and meeting less for financial reasons? Are you avoiding human contact mostly because of a lack of interpersonal skills? If the latter is true, you need to take action before it's too late.
The next time you are tempted to send an e-mail, text message or make a phone call for other than routine purposes, stop! Get back to basics. Go out of your comfort zone and, instead, send the e-mail, text message or make the call to set up a face-to-face, in person meeting with the person behind the technology! Why? Because it works!
Make the people-to-people connections... You and your business will be glad you did!
A Positive Workplace Means Business! TM
Mary Jane (MJ) Paris, Founder and President of Positive Impact Consulting Services, LLC in Shelton, CT, brings a broad base of experience to her practice gained from more than 25 years in people management, sales, retail banking, training, recruiting, coaching, project management, event planning and community leadership.
With a focus on "The Positive Workplace," MJ and Positive Impact specialize in leadership and professional development programs, speaking engagements, and small business coaching that bring "Positive Energy" to your workplace. Engage employees, maximize productivity, improve customer service and business results...
mj@posimpact.net
203-929-6702
http://www.posimpact.net
Article Source: http://EzineArticles.com/?expert=Mary_Jane_Paris
You may be thinking...Why improve my interpersonal skills when most businesses do 99% of communication by telephone, teleconferencing, videoconferencing, e-mail, and on rare occasions, snail mail. A popular way of thinking today...but, is it really the correct way? "Face-to-face communication remains the most powerful human interaction," says Kathleen Begley, Ed.D., author of Face-to-Face Communication, Making Human Connections in a Technology-Driven World. "As wonderful as electronic devices are, they can never fully replace the intimacy and immediacy of people conversing in the same room and it has worked for millions of years."
In business, we talk about "B2B" (business to business) and "B2C" (business to consumer) methods. I try to buck the trend (in a positive way!) to stress the importance of face-to-face communication. You'll hear me talk a lot about the "P2P" (people-to-people) connections and how important it is to get beyond technology and talk face-to-face with friends, family, colleagues, customers, vendors, and the like. You may think that's a bit old-fashioned, but in my opinion, there is no substitution for the human, up-close and personal contact. Don't get me wrong, there is a place for the terrific technology tools we have today and I use it regularly, but it's not always my first or best choice.
Several decades ago, John Naisbitt, in his mega 1960's best-seller, Megatrends: Ten New Directions Transforming Our Lives, brought a new concept to the forefront called "high tech, high touch." His idea was that "as human beings became capable of anonymous electronic communication, they would concurrently need more close-up personal interaction." Seems to me that he was right on target!
We live in a society when flocking to the local coffee shop or diner for coffee chats with business associates or friends is a testimony to our need for human togetherness, especially when most coffee lovers can make a latte or cappuccino right in their homes. Think about the fortunes coffee establishments are making on our need for face-to-face communication! The people-to-people connections...
We hear of the many children (and adults) who spend countless hours alone playing video games. However, The Game Manufacturing Association reported in 2003 that family board game sales (like Monopoly and Scrabble) are booming and growing at 20% per year. Cranium has recently come out with a whole new line of board games for our "little people" (ages 3+). The people-to-people connections start at an early age - if you haven't heard it, ask me to tell you my "Papa Zitto" story!
Even when disaster strikes and the news media bring these events into our homes and workplaces via TV, radio and the Internet, we seek out opportunities to share grief. I personally waited in line for almost three hours with hundreds of others to visit Ground Zero in New York when it opened to the public in December 2001. Many people also left makeshift shrines nearby to honor the victims of that tragedy. The people-to-people connections...
We lead hectic, multi-tasking lives both at home and in the workplace these days and we find the need for balance even more critical than in days gone by. We understand that technology can be impersonal, but it's quick! We know we need to make time for more people-to-people connections but, the reality of the hectic pace doesn't leave us much time for this more intimate form of communication. You may be thinking, isn't it much faster to make a quick phone call, send a brief e-mail, or hook up via video-conferencing to have a meeting of the minds? Yes and no. It's a communications paradox...faster is not always better.
So the better question may be, how can we make the best of both worlds - technology and face-to-face, people-to-people connections?
Just as fashions are redesigned and come back with a variation on a style from days-gone- by, I believe it is time for redesigning and revitalizing face-to-face (P2P) communication skills.
We need to get the balance right! People-to-people (P2P) communication skills remain one of the primary success factors in business, even in this age of technology. There are many situations - often those involving conflict, hurt feelings, high priority, or a large sum of money - that demand business people take the time and trouble to get in the same room to share information. Video-conferencing has become a good simulation and cost-effective method when individuals are in remote locations, but there is still no substitute for good, old-fashioned, face-to-face communication.
Don't take my word for it...Let's take a look at what some of the experts are saying.
Tom Peters, internationally known business guru, says without reservation that you should constantly attend to your face-to-face communication. Not to do so, will lead to career disaster. "We believe in high tech, high touch," Peters writes. "No question, technology is the Great Enabler. But, paradoxically, now the human bit is more, not less, important than ever before."
Sheila Hodge, author of Global Smarts: The Art of Communicating and Deal Making Anywhere in the World, says "The modern office is full of gadgets - computers and the Internet, uplinks and downlinks, videoconferencing, and online databases. Many people think they should let the fancy technology handle the messy task of interfacing with people."
Jo-Ellan Dimitrius, in her book Reading People, talks about how young, technically oriented employees tend to communicate mostly in computer chat rooms. "If you want to become a better communicator, you must make a conscious effort to engage other people (in person)," she writes. "Even the most entrenched Internet junkie can learn the true meaning of 'chat' if the desire is there, but you have to get off the couch and make it happen."
Gary McClain and Deborah Romaine in their book, The Everything Managing People Book, put it this way..."Consistent, daily face-to-face communication promotes more than just good feelings; it also promotes effective and collaborative teamwork."
"One of the most critical areas of communication to get right in business is the one-on-one situations - especially offering advice, constructive feedback, and annual performance appraisals," says Chris Roebuck in Effective Communication.
One of my favorite quotes stated very simply by Margaret Wheatley, Turning to One Another: Simple Conversations to Restore Hope for the Future, says "I can believe we can change the world if we start talking to one another again."
Sounds like we're on to something here...So, what can you do? Start out by taking an honest look at your communication methods and your attitude about technology vs. (P2P) face-to-face interaction. Are you e-mailing more and meeting less for financial reasons? Are you avoiding human contact mostly because of a lack of interpersonal skills? If the latter is true, you need to take action before it's too late.
The next time you are tempted to send an e-mail, text message or make a phone call for other than routine purposes, stop! Get back to basics. Go out of your comfort zone and, instead, send the e-mail, text message or make the call to set up a face-to-face, in person meeting with the person behind the technology! Why? Because it works!
Make the people-to-people connections... You and your business will be glad you did!
A Positive Workplace Means Business! TM
Mary Jane (MJ) Paris, Founder and President of Positive Impact Consulting Services, LLC in Shelton, CT, brings a broad base of experience to her practice gained from more than 25 years in people management, sales, retail banking, training, recruiting, coaching, project management, event planning and community leadership.
With a focus on "The Positive Workplace," MJ and Positive Impact specialize in leadership and professional development programs, speaking engagements, and small business coaching that bring "Positive Energy" to your workplace. Engage employees, maximize productivity, improve customer service and business results...
mj@posimpact.net
203-929-6702
http://www.posimpact.net
Article Source: http://EzineArticles.com/?expert=Mary_Jane_Paris
Monday, January 19, 2009
Developing Your Communication Skills
It is a tough world out there and unfortunately many individuals think a lot more of their skills than they are really worth. In most cases, it is not their fault as their shortcomings have been overlooked so as not to hurt anyone's feelings but in reality by not being upfront and honest with them about their performance, they simply do not know any better.
The majority of employees simply want three things out of their job. Fair pay, training for the job they are expected to perform and feedback about how well they are doing their job. Evaluating someone job performance can be a stressful experience not only for the employee but also for the business owner or supervisor. If performance reviews are given annually, there should be no surprises at the end of the day. Consistent communication throughout the year should have provided the employee with specific things they need to do better so when evaluation day rolls around they have a good idea of what to expect.
If the supervisor goes the entire year without offering any corrective measures needed, or praise for doing a good job, the employee is going to believe they are performing at least up to expected standards. If they walk into an evaluation and find out you are not happy with their work, you will drastically undercut their morale. They have gone a year not knowing if they were under performing or overachieving and waiting until the last minute is not going to do much for employee retention.
That is not to say you need to sit down with the employee every month, or even every quarter, but if an issues comes up it should be addressed immediately. Yelling and screaming is never the right way to handle an employee discipline issue, but sitting with the employee in a private setting, where their co-workers can not see or hear what is going on, explain how the associates behavior, attitude, productivity or whatever the issue is affecting the company as a whole.
The supervisor should never attack a person with phrases beginning with the word you. Instead, all problems need to be addressed by focusing on the problem and not the person. When it comes to offering praise or thank you, those should be done in front of their peers, and as often as it is deserved. Over praising one employee may make others believe they are the favorite and can spark charges of favoritism.
Bad behavior breeds bad behavior and you have one employee that is constantly slacking off or late for work and nothing is done, not only will that employee believe their behavior is acceptable, other employees who may have never had a problem, will begin to resent the person getting away with their actions, blaming you for allowing them to get away with it and themselves for continuing to do their best with no apparent rewards. All of your employees need to know that anything that affects the business negatively will result in consequences to equal the affect on the business.
Obinna Heche. Los Angeles - California
Delivering the best home based business ideas, opportunities and resources so you can work at home successfully. http://www.home-incomeportal.com
Article Source: http://EzineArticles.com/?expert=Obinna_Heche
The majority of employees simply want three things out of their job. Fair pay, training for the job they are expected to perform and feedback about how well they are doing their job. Evaluating someone job performance can be a stressful experience not only for the employee but also for the business owner or supervisor. If performance reviews are given annually, there should be no surprises at the end of the day. Consistent communication throughout the year should have provided the employee with specific things they need to do better so when evaluation day rolls around they have a good idea of what to expect.
If the supervisor goes the entire year without offering any corrective measures needed, or praise for doing a good job, the employee is going to believe they are performing at least up to expected standards. If they walk into an evaluation and find out you are not happy with their work, you will drastically undercut their morale. They have gone a year not knowing if they were under performing or overachieving and waiting until the last minute is not going to do much for employee retention.
That is not to say you need to sit down with the employee every month, or even every quarter, but if an issues comes up it should be addressed immediately. Yelling and screaming is never the right way to handle an employee discipline issue, but sitting with the employee in a private setting, where their co-workers can not see or hear what is going on, explain how the associates behavior, attitude, productivity or whatever the issue is affecting the company as a whole.
The supervisor should never attack a person with phrases beginning with the word you. Instead, all problems need to be addressed by focusing on the problem and not the person. When it comes to offering praise or thank you, those should be done in front of their peers, and as often as it is deserved. Over praising one employee may make others believe they are the favorite and can spark charges of favoritism.
Bad behavior breeds bad behavior and you have one employee that is constantly slacking off or late for work and nothing is done, not only will that employee believe their behavior is acceptable, other employees who may have never had a problem, will begin to resent the person getting away with their actions, blaming you for allowing them to get away with it and themselves for continuing to do their best with no apparent rewards. All of your employees need to know that anything that affects the business negatively will result in consequences to equal the affect on the business.
Obinna Heche. Los Angeles - California
Delivering the best home based business ideas, opportunities and resources so you can work at home successfully. http://www.home-incomeportal.com
Article Source: http://EzineArticles.com/?expert=Obinna_Heche
Saturday, January 17, 2009
Handling Employee Benefit Communication
The human resources department traditionally spends a great deal of time developing written benefit information within the corporate communications structure. Most companies spent a great deal of resources on of general benefit information as well as summaries of health insurance or deductions are printed at the bottom of employee paychecks. Since the role of the HR department has evolved since the 1990s, when the department began to change its role in the workplace, employee benefit communication can be conducted in a number of different ways. The point of solid corporate communications strategies is to make sure that you are providing your employees with as much information as possible to be completely effective at their daily jobs.
If you're running a smaller company, your HR department will most likely consist of one or two people, so it may be a little easier to have effective employee communications regarding things like changes in health care benefits or paycheck deductions. Corporate communication in the form of mass emails detailing these changes, or reminders to read the new information that will appear on the bottom of pay stubs will most likely suffice in these instances. It may also help to partner will smaller health insurance companies to meet the needs of your employees. In many cases, larger corporations that handle employee benefits will relay employee communication to your company in the same way they would a national corporation. This could cause your employees to miss certain important internal communications regarding the amount of coverage they can receive for their families. Therefore, working with independent health insurance companies, and finding out about employee benefits from organizations may be the way to go.
No matter how large or small your business may be, holding an employee meeting to learn more about things like 401k, IRAs, Social Security, and health insurance is always a good method of corporate communication. Employees that may have joined the company in their 40s or 50s will most likely be especially concerned about retirement benefits, and those with children will have questions about health insurance. Being able to utilize hard-copy materials as a form of effective employee benefit communications during a face to face meeting may ease any doubts and answer any questions they may have about their benefits and compensation.
The importance of effective corporate communication is a huge part of your company's success. Be sure that you are being clear and open any time you engage in employee communication and try to have some available at all times during regular business hours to answer any additional questions concerns.
You can get more information on corporate communications and employee communication ideas by visiting Cut Through Communications.com.
Article Source: http://EzineArticles.com/?expert=Louis_Wright
If you're running a smaller company, your HR department will most likely consist of one or two people, so it may be a little easier to have effective employee communications regarding things like changes in health care benefits or paycheck deductions. Corporate communication in the form of mass emails detailing these changes, or reminders to read the new information that will appear on the bottom of pay stubs will most likely suffice in these instances. It may also help to partner will smaller health insurance companies to meet the needs of your employees. In many cases, larger corporations that handle employee benefits will relay employee communication to your company in the same way they would a national corporation. This could cause your employees to miss certain important internal communications regarding the amount of coverage they can receive for their families. Therefore, working with independent health insurance companies, and finding out about employee benefits from organizations may be the way to go.
No matter how large or small your business may be, holding an employee meeting to learn more about things like 401k, IRAs, Social Security, and health insurance is always a good method of corporate communication. Employees that may have joined the company in their 40s or 50s will most likely be especially concerned about retirement benefits, and those with children will have questions about health insurance. Being able to utilize hard-copy materials as a form of effective employee benefit communications during a face to face meeting may ease any doubts and answer any questions they may have about their benefits and compensation.
The importance of effective corporate communication is a huge part of your company's success. Be sure that you are being clear and open any time you engage in employee communication and try to have some available at all times during regular business hours to answer any additional questions concerns.
You can get more information on corporate communications and employee communication ideas by visiting Cut Through Communications.com.
Article Source: http://EzineArticles.com/?expert=Louis_Wright
Friday, January 16, 2009
Employee Feedback
Employee feedback is very essential for an organization's success. It will tell and keep the managers updated about the organization's strengths and weaknesses. Thus they can work upon them and try to eliminate those weaknesses. It will help them in carrying SWOT (Strength, Weaknesses, Opportunities, Threats) analysis in an organization, thus, contributing to organization's growth. Employee feedback should be encouraged by the managers as it tells them how motivated and satisfied the employees are in an organization. It tells the managers the reactions of employees to the company's policies. The employees should be honest enough in giving their views about a particular manager. They should be assured that their suggestions would be taken into consideration. They shouldn't be hesitant in giving their feedback.
Employees are a mediator between the managers and the customers. They can keep a company informed about customer satisfaction and customer's traits. They can give suggestions on improvement of goods and services, on what type of training sessions should be conducted in an organization for the employees, on how can their working environment be improved, on the perks and benefits which should be given to keep employees motivated. The employees can tell the managers about what they feel about the tasks assigned to them. They can make managers understand that lack of appreciation by managers can lead to less productivity and thus, to slow growth of organization. If the employees feel overburdened with work assigned to them, they can honestly discuss this with their superiors so that their work can be distributed and shared if required. Employee feedback can help measure the outcome of training sessions, the requirements of customers, quality improvement in an organization, etc.
Thus, the managers should encourage employees to give feedback and take it into consideration for the growth and smooth running of their organization.
Employee feedback is very essential for success of an organization. Author is the writer of http://www.managementstudyguide.com which explains in detail about the importance of feedback in an organization.
Article Source: http://EzineArticles.com/?expert=Himanshu_Juneja
Employees are a mediator between the managers and the customers. They can keep a company informed about customer satisfaction and customer's traits. They can give suggestions on improvement of goods and services, on what type of training sessions should be conducted in an organization for the employees, on how can their working environment be improved, on the perks and benefits which should be given to keep employees motivated. The employees can tell the managers about what they feel about the tasks assigned to them. They can make managers understand that lack of appreciation by managers can lead to less productivity and thus, to slow growth of organization. If the employees feel overburdened with work assigned to them, they can honestly discuss this with their superiors so that their work can be distributed and shared if required. Employee feedback can help measure the outcome of training sessions, the requirements of customers, quality improvement in an organization, etc.
Thus, the managers should encourage employees to give feedback and take it into consideration for the growth and smooth running of their organization.
Employee feedback is very essential for success of an organization. Author is the writer of http://www.managementstudyguide.com which explains in detail about the importance of feedback in an organization.
Article Source: http://EzineArticles.com/?expert=Himanshu_Juneja
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