Employee Communication & Role of HRM [MAY 2010]

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The employee communication basics and the role of Human Resource department of any business/non-business organization.

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Employee Communication & Role of HRM [MAY 2010]

  1. 1. CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />ENGINEERING MANAGEMENT<br />SPRING – 2010<br />HUMAN RESOURCE MANAGEMENT<br />EMPLOYEE COMMUNICATION<br />FAHAD MAHMUD MIRZA<br />
  2. 2. PROLOGUE<br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />DISCUSSION BOARD<br /><ul><li> The importance of HR’s role in communication to employees in their workplace...
  3. 3. The growing significance of communication in companies...
  4. 4. The appropriate means of communication for different HR issues...
  5. 5. Identify optimal communication methods to and from employees, and explain their potential advantages and difficulties...</li></ul>C<br />E<br />Many of life's failures are people who did not realize how close they were to success when they gave up...<br />-Thomas A. Edison<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />2<br />
  6. 6. COMMUNICATION<br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />Employee Communication is about the HR aspects of (i) communication from management to employees and, of course, (ii) employees to management...<br />First Aspect: Downward Communication (management to employees)<br />Second Aspect: Upward Communication (employees to management)<br />The distinction between the two is for convenience only because in the end, most communication is really two-way. So, for example, briefings to employees about issues often provide opportunities for questions and feedback...<br />C<br />E<br />Believe in yourself! Have faith in your abilities! Without a humble but reasonable confidence in your own powers you cannot be successful or happy...<br />-Norman Vincent Peale<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />3<br />
  7. 7. COMMUNICATION<br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />Managers have to communicate with employees all the time at work. It is impossible to imagine them doing their jobs without talking to the employees that they work with. <br />Plentiful communication with employees has been shown to be linked to good company performance. <br />There are therefore both relatively informal as well as more formal communications to be considered under our general heading of ‘communication’. <br />Smaller companies often rely on informal methods and have few, if any, formal methods of communicating with employees, which they may perceive as ‘bureaucratic’. <br />In some cases, they prefer to encourage social events such as going to the pub for promoting mutual communication<br />C<br />E<br />When we learn something from each other, we're formed by the experience... we are authors of each other...<br />-Doc Searls<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />4<br />
  8. 8. COMMUNICATION ASPECTS<br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />Downward Communication-<br /><ul><li> Workforce briefings for all or part of the workforce on key issues
  9. 9. Quality circles, regular meetings with all or part of the workforce
  10. 10. Appraisal interviews
  11. 11. Newsletters, electronic circulars and DVDs
  12. 12. Electronic communication</li></ul>Upward Communication-<br /><ul><li> Employee attitude surveys
  13. 13. Suggestion schemes
  14. 14. Employee forums
  15. 15. Project teams</li></ul>C<br />E<br />The fact is: work-life balance concerns are actually a luxury – “enjoyed” largely by people who are able to trade time for money, and vice versa...<br />-Jack Welch<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />5<br />
  16. 16. communication issues <br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />The six major issues in communication are-<br /><ul><li> Subject
  17. 17. Quality
  18. 18. Depth
  19. 19. Timing
  20. 20. Receptiveness
  21. 21. Regularity</li></ul>C<br />E<br />Only he is successful in his business who makes that pursuit which affords him the highest pleasure sustain him...<br />-Henry David Thoreau<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />6<br />
  22. 22. communication issues <br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />SUBJECT<br />What is communicated is perhaps the most important issue of all...<br />Organizations can send messages to employees only on subjects which they choose to communicate with them. <br />For example, certain information such as commercially important material may not be passed on to certain employees because the organizations do not trust them with it...<br />C<br />E<br />Successful and unsuccessful people do not vary greatly in their abilities. They vary in their desires to reach their potential...<br />-John Maxwell<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />7<br />
  23. 23. communication issues <br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />QUALITY<br />The information may not be consistent with other information employees have...<br />(For example, they may have read sensational articles in newspapers about employment law)<br />Employees may simply not believe the information... <br />(For example, on important matters they might only believe the most senior managers)<br />There may be too much information so that employees have problems in digesting it...<br />The issues being communicated about may not in fact have been made clear to employees. Very often, managers think they have explained something whereas in reality employees are still quite unclear about the issues...<br />C<br />E<br />Success consists of going from failure to failure without loss of enthusiasm...<br />-Winston Churchill<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />8<br />
  24. 24. communication issues <br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />DEPTH<br />The information may not be fit for its purpose – for example, it may be too detailed and confusing for those it is aimed at...<br />It may, say, have been initially designed as a management circular, re-worked slightly and then circulated to part-time workers...<br />C<br />E<br />I owe my success to having listened respectfully to the very best advice, and then going away and doing the exact opposite...<br />-G. K. Chesterton<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />9<br />
  25. 25. communication issues <br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />TIMING<br />Information may be released when leaked information has already reached employees as rumor, and it may then be treated with contempt.<br />Information may be released too early or too late for different stakeholders... <br />A good example here is redundancy information. Stock market rules prevent listed companies from making internal announcements on this before the stock market is told, because it is ‘price-sensitive’ information. On the other hand, employees are themselves sensitive when they read about their own redundancy in the newspapers.<br />C<br />E<br />Only the wisest and the stupidest of men never change...<br />-Confucius<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />10<br />
  26. 26. communication issues <br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />RECEPTIVENESS<br />Employees should feel that they are being listened to... <br />Employees may voice their ideas but feel that they are not listened to, creating a negative effect amongst them and actually demotivating them...<br />Action on their views may or may not be considered a good idea, but employees need feedback on them...<br />C<br />E<br />The secret of success is to do the common things uncommonly well...<br />-John D. Rockefeller<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />11<br />
  27. 27. communication issues <br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />REGULARITY<br />Employees learn to trust the communication if it is regular and tells them the good and the not-so-good news...<br />Regular communication means it is less likely that rumors which are quite incorrect circulate in workplaces...<br />A balance must be struck between giving people information so regularly that they are swamped with it, and too infrequently so that uncertainty arises...<br />C<br />E<br />Success is simply a matter of luck. Ask any failure...<br />-Earl Nightingale<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />12<br />
  28. 28. HR LINGO<br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />COMPETITIVE SALARY<br />We remain competitive by paying less than our competitors...<br />JOIN OUR FAST-PACED COMPANY<br />We have no time to train you...<br />MUST BE DEAD-LINE ORIENTED<br />You will be six months behind schedule on your first day...<br />SOME OVERTIME REQUIED<br />Some time each night, some time each weekend...<br />GOOD COMMUNICATION SKILLS<br />Management communicates, you listen, figure out what they want and do it...<br />CAREER-MINDED<br />C<br />E<br />Female candidates must be un-married, and should remain that way...<br />Three FASTEST means of Communication: <br />1. Tele-Phone 2. Tele-Vision 3. Tell a WomanNeed still FASTER - Tell her NOT to tell ANYONE<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />13<br />
  29. 29. ROLE OF hr management<br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />In one perspective, communicating with employees is the business of all managers, and the HR professionals frequently see ‘communication’ as their job to communicate with employees... <br />HR professionals are likely to play an important role in building other managers’ presentational and communications skills, since operational managers are often appointed mainly for other skills that they have, such as technical capacities...<br />They may not have thought very much about the nature of their exchanges with other employees and may sometimes need help in developing their interpersonal skills more generally. Some may never have asked themselves the important question ‘Do my subordinates have reservations about talking to me?’ <br />Further, because HR professionals have people issues at the forefront of their minds, they may advise on where and when sensitive meetings such as appraisals or disciplinary meetings <br />might best be held...<br />C<br />E<br />Resisting change is like holding your breath, if you persist, you die...<br />-Lao Tzu<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />14<br />
  30. 30. ROLE OF hr management<br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />STRATEGIC LEVEL<br />At the strategic level, the HR director, advised by other HR colleagues, will seek to influence corporate communications policies by advising on such matters as how and when major policy decisions (For example, on family-friendly working practices, training policy, redundancies, etc.) affecting employees are communicated...<br />C<br />E<br />To improve is to change; to be perfect is to change often...<br />-Winston Churchill<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />15<br />
  31. 31. ROLE OF hr management<br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />DAY-TO-DAY LEVEL<br />At the more day-to-day level, HR professionals will act as advisers to individual operational managers on how to communicate to employees on issues such as their pension or legal rights, or alternatively communicate directly with individual employees on such subjects. <br />These matters are of vital importance to employees, for whom areas like pensions and benefits packages are central issues. Getting communication right in these areas is therefore also at the centre of HR professionals’ jobs...<br />C<br />E<br />The secret of success is consistency of purpose...<br />-Benjamin Disraeli<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />16<br />
  32. 32. ROLE OF hr management<br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />ADVISORY LEVEL<br />HR professionals sometimes have to advise both senior and operational managers on employees’ feelings on different subjects...<br />It is usually HR professionals who are called on to run or at least to source and oversee employee attitude surveys, forums etc...<br />To some extent, they may also try to act as employee advocates in order to maintain employee commitment and motivation...<br />However, this role is in many ways difficult for HR professionals also trying to be business partners with senior management – they cannot substitute for elected employee <br />representatives, who have less conflicting roles...<br />C<br />E<br />The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather a lack of will...<br />-Vince Lombardi<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />17<br />
  33. 33. EMPLOYEE VOICE and hr<br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />Communicationfrom employees to the organizations they work for (as opposed to day-to-day communicationwith their operational managers), is known as ‘Employee Voice’...<br />Employees clearly know a lot about how work is done, and are often in customer-facing roles. They are, therefore, in a position to help improve efficiency... Moreover, employees can have valid and useful ideas about the organization's strategic direction. <br />However, many managers suggest the opposite and argue that employees’ ideas are mainly in the<br />operational area and, sometimes, operational managers can feel that it is they who have to improve efficiency because it is central to their jobs and they may therefore resist‘Employee Voice’...<br />But the HR professional has to recognize and overcome this resistance; it can be difficult.<br />C<br />E<br />Desire is the key to motivation, but it's the determination and commitment to an unrelenting pursuit of your goal - a commitment to excellence - that will enable you to attain the success you seek...<br />-Mario Andretti<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />18<br />
  34. 34. EMPLOYEE VOICE and hr<br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />Forms of Employee Voice-<br />Open-Door Policies-<br /> Open-door policies are often advocated by senior managers as an ‘ideal’ way of dealing with employee concerns – and indeed they may be for them and for some employees...<br />Suggestion Schemes-<br /> Suggestion schemes are a long-standing method of seeking employee views on how savings may be made, or how improvements could be made in work organization or service delivery...<br />C<br />E<br />Be patient with yourself. Self-growth is tender; it's holy ground. There's no greater investment...<br />-Stephen Covey<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />19<br />
  35. 35. EMPLOYEE VOICE and hr<br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />Forms of Employee Voice-<br />Employee Attitude Surveys-<br /> Employee attitude surveys, like suggestion schemes, also have a long history and are becoming increasingly important in many organizations. They can have the advantage of getting a wide range of employee opinions on a range of subjects...<br />Employee Forums-<br /> Many companies operate employee forums where small groups of employees meet with managers to discuss issues of mutual interest. Their scope can vary, from forums which deal only with production issues and are in reality close in nature to quality circles, to forums where no subject is ruled out of order...<br />C<br />E<br />I am convinced that life is 10% what happens to me and 90% how I react to it...<br />-Dr. Charles Swindle<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />20<br />
  36. 36. EMPLOYEE VOICE and hr<br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />Forms of Employee Voice-<br />Work/Project Teams and Group Meetings-<br />This category includes many different types of meeting. Some work and project teams may be asked for their opinions on issues wider than just simple work problems as defined by management. Work teams are in some ways possibly the most important and successful form of employee communications, because this is where employees may be able to have the greatest impact on their daily working lives through chatting with their direct manager and making small suggestions for progress...<br />C<br />E<br />I can live for two months on a good compliment...<br />-Mark Twain<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />21<br />
  37. 37. CONCLUSION<br />HUMAN RESOURCE MANAGEMENT<br />CASE: CENTRE FOR ADVANCED STUDIES IN ENGINEERING<br />Communication to employees is important because giving information to employees on issues such as business strategy and financial performance is linked to superior organizational performance...<br />The subject, quality, depth and timing of information ‘cascaded’ down within organizations are important issues: information must be fit for purpose...<br />Communication from employees is frequently done within strict limits imposed by management, and it is therefore important to recognize this and to provide opportunities for more wide-ranging expression of employees’ views...<br />Employees need to feel that they are being listened to even though their concerns may appear ‘irrelevant’ or ‘trivial’ to the manager concerned...<br />HR has a key role to play in improving communication, including by providing training and coaching for other managers and workers which can improve their informal and formal communication...<br />C<br />E<br />When people work in a place that cares about them, they contribute a lot more than duty...<br />-Dennis Hayes<br />Fahad Mahmud Mirza<br />Wednesday, May 05, 2010<br />22<br />
  38. 38. Co-operate with one another for virtue and heedfulness and do not co-operate with one another for the purpose of vice and aggression (5:2)<br />-Al-Quran e Hakeem<br />THANK YOU<br />

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