Communication PlanFocus – Role DevelopmentWritten for UBC’sJanssen Leadership Teamby Adrienne Henderson
Cause & EffectThe Janssen team is undergoing change in their businessstructure due to growth of business.When a business is expanding the demand forproductivity arises. The leadership of the Janssen team isup against resistance to re assignment of roles andcreating new roles within their team.Communication plan Goals:*Give a mix of tools and ideas to help make the roledevelopment more fluid and successful to meet thebusiness needs.*Incorporate employee opinion with the implementation ofchange.
Survey’sTool #1 Survey’s = Opportunity•Gained knowledge•Employee Opinion•Clear traits to support role assignment•Promotes a partnership betweenemployees and the organizationClick to see key opportunities through surveying
Creating Survey’sSurvey’s are a valuable tool in every aspect of business. Irecommend the implementation annual survey’s to gainfeedback from employees on topics such as:• Job Satisfaction• Stress Factors• Expectation Standards• Management / Leadership Communication
Survey Data to CommunicationModelLeadership must analyze the responses of multiple survey’s to createcategories to develop a functional model to assess the findings.Analysis Teams should include:Manager, Human Resources, & EmployeesDiversity among the analyzing teams is crucial to get a comprehensiveinterpretation of findings.
Theoretical ModelQuality ofInformationEnoughInformationTrustOrganizationalOpennessEmployeeinvolvementThe above model is from Thomas, Zolin, & Hartman’s (2009)study on communication and trust.The reason I recommend a simple model to the leadership ofUBC’s Janssen team is to determine:1) If open communication is currently present within theorganization.2) Create a visual tool to identify areas to improve.
Leadership DevelopmentMy interview with Janssen leadership disclosed views/ideas of how roledevelopment currently looks“The analysis of a job function vs. job roles are most important in assigning roles within the organization.The organization feels that the function (how they are doing) versus roles (job description)are key to successful role development .”- Sharon Barnett, Program DirectorAndrew’s & Kacmar’s (2001) research concluded that employees that trust theirleadership are more willing to take feed back and offer opencommunication.Examples:http://www.harmonycc.net/coaching-with-Bill.phphttp://www.kenblanchard.com/Management_Training_Programs/Leadership/UBC’s Janssen team will benefit from stronger leadership and be able to betterachieve their goal of having an “open communication” culture.
Time is MoneyI recommend the following time line for successfulimplementation of these tools:Immediately• Employee Survey’s• Leadership Workshops3 to 6 months:• Develop model for transparency• Assign Roles with clear concise description of expectations4 to 6 months:• Conduct individual feedback• Provide action plan and determine individual goals6-8 months:• Resurvey for new findings.• Make adjustments where appropriate.10-12 months:• Revisit roles and duties• Analyze, assess, and adjust role assignment accordingly
Future OutlookCurrently the Janssen team has several areas of communication gapsand disconnections. With the implementation of these tools andrecommendations the Janssen team of UBC can anticipate:• Proper assessment of needs• Effectively address opportunities for change• Assign roles within the team with targeted goals• Increase in trust and loyalty from employees• Increased productivity• Open communication culture• Working tools that can be revised as business needs change orevolve
10References• Andrews, M. C., & Kacmar, K. (2001). Confirmation and Extension of the Sources of Feedback Scale in Service-Based Organizations. Journal Of Business Communication, 38(2), 206-226• de Vries, R. E., van den Hooff, B., & de Ridder, J. A. (2006). Explaining Knowledge Sharing: The Role of TeamCommunication Styles, Job Satisfaction, and Performance Beliefs. Communication Research, 33(2), 115-135.doi:10.1177/0093650205285366• http://www.harmonycc.net/coaching-with-Bill.php• Herold, D. M., & Fields, D. L. (2004). Making Sense of Subordinate Feedback for Leadership Development:CONFOUNDING EFFECTS OF JOB ROLE AND ORGANIZATIONAL REWARDS. Group & OrganizationManagement, 29(6), 686-703. doi:10.1177/1059601103257503• http://www.harmonycc.net/coaching-with-Bill.php• Meiners, E. B. (2004). Time Pressure: An Unexamined Issue in Organizational Newcomers Role Development.Communication Research Reports, 21(3), 243-251.• Miller, Katherine (2012). Organizational Communication: Approaches and Processes. Boston, MA: Wadsworth.• Myers, K., & Oetzel, J. G. (2003). Exploring the Dimensions of Organizational Assimilation: Creating and Validatinga Measure. Communication Quarterly, 51(4), 438-457.• Scholarios, D., & Taylor, P. (2011). Beneath the glass ceiling: Explaining gendered role segmentation in call centres.Human Relations, 64(10), 1291-1319. doi 10.1177/0018726711416265• Thomas, G., Zolin, R., & Hartman, J. L. (2009). THE CENTRAL ROLE OF COMMUNICATION IN DEVELOPINGTRUST AND ITS EFFECT ON EMPLOYEE INVOLVEMENT. Journal Of Business Communication, 46(3), 287-310.10