Organizations survive not on
the basis of their capital alone but more so on the ability of the organization
to maintain employees’ that are highly efficient and competent. Personnel
provide the locomotive of a company’s success- it sets up production and in
meeting the sales of the company. For years, the company has established itself
as a leader in the field of clothing manufacturing. However, with the
establishment of a larger organization, the company has evolved into a larger
organization with more complex needs in terms of communication, rewards and
benefits and the management of the different centers of the company.
Particularly, the company has to provide a communication program that will
re-establish the relationship between the company, the management and the
employees.
Communication is at the core
of the company’s loss of its top employees, the drop in sales and the seemingly
lack of motivation of the employees. It is important to emphasize here the
“sense of belongingness” within the hierarchy of the company. This feeling
gives them the motivation to do more that what is expected of them and to
attach themselves on the company because they belong. Within this
framework, the company has to restructure its internal and external
communication program that shall take into consideration this belongingness.
Relationships between people
constitute the structure and power distribution in a company. Much of what
makes them feel empowered begins with their interpretations and reactions to
the relationships they develop. These relationships are not only vital in and
of themselves, but also because they lead to and result from efforts to achieve
goals through coordinated, interlocking activities. In this dialectic of
activities, the extent to which one person feels empowered results not only
from an individual sense of accomplishment, but more importantly from a sense
of achievement that results from collective acts. Persons can only achieve what
they accomplish together.
I propose a communication
program that centers on the theme of “belongingness”- the emotional ability of
the employees to see eye-to-eye with the management and the company. The
primary objective is to have everyone learn as much as possible about the
company, relate with the company’s goals and objectives, make the employees
feel as a part of the company plans, work as a team, and act as ambassadors of
the company--with current clients or anybody working with the company.
The
development of a strategic internal communication strategy and its
implementation can provide a number of benefits to organizations, such as
keeping employees motivated and engaged, and sharing clear, consistent messages
with employees in a timely manner. To achieve this, management must take
advantage of all forms of communication at its disposal.
- Face-to-face
communications: Meetings that bring together senior leadership to review
business strategy and provide updates to large groups of employees, where
employees also have an opportunity to ask questions and relay their views
on the subject.
- Voicemail
messaging: This can be used to disseminate critical, time-sensitive
information to all employees. When it is used judiciously, employees take
notice immediately.
- Print:
Hard copy publications that include company news and useful employee
information, distributed on a periodic basis.
- Electronic:
produce an e-newsletter that features news coverage excerpts from various
publications, company success stories, and employee letters. There's also
a Web-based strategic electronic publication that carries in-depth
features on the company. Video, Intranets, internal product, and service
events are other options to consider
- Employee
feedback: This can be done through employee surveys, anecdotal interviews,
and input and focus groups. It's a good way to maintain a continuous
measurement and evaluation process and the employees feel that the company
cares for them personally.
The primary means of implementing these internal and
external communication program is through the empowerment of the employees-
both in their individual capabilities and in their attachment to the
organization. The strategy of employee empowerment leading to the sense of
belongingness on the company can result from a variety of participative
management techniques such as management by objectives, quality circles, and
goal setting by subordinates as the means of sharing power or delegating
authority.
In addition, employees want
to know what is important. To gain such information, they watch and listen to
others, especially persons above them. They look for patterns. When top
managers not only say that something is important but act in ways consistent
with that message, employees begin to believe them. These enactments lead to
shared meanings; even more important is the realization by employees and
managers that they share meaning because the Voice that results from actions is
consistent with shared values.
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