Strategic employee communications
Article Abstract:
Significant changes in the business environment have necessitated a stronger and more strategic employee communications function. For instance, shifting employee values and needs have emphasized open communication and participation in decisionmaking. Corporate changes, such as stiffer competition and increased globalization, likewise require a more organized approach to employee communications. In this environment, communications can be used to compel employees to become more productive and to have a better relationship with management. In developing a successful employee communications policy, management should split internal communications duties between the human resources and the corporate communications departments. They should also ensure two-way communication is enforced, hold regular meetings with senior management, publish employee-oriented publications, use visual communication tools and manage the grapevine.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1998
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Practitioner interviews
Article Abstract:
Four practicing communication experts from different industries discussed their profession. Matt Gonring, former vice president of corporate communications at USG and presently working for Arthur Consulting, identified the emergence of interactive communications and the segmentation of employee audiences as the most significant trends in employee communications. Linda Dulye, the director of corporate communications for PSE and G, cited face-to-face communication as the most effective technique for interacting with employees. She explained that this intimate approach helps immediate managers clarify how employees may be affected by developments in the industry. John Onoda described corporate communications at General Motors Corp while Patrick Jackson focused on employee communications at Jackson Jackson and Wagner.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1998
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Loud and clear: internal communication at the Royal Bank of Scotland
Article Abstract:
The Royal Bank of Scotland's internal communications have been streamlined as part of the bank's Project Columbus restructuring effort, begun in 1992. Workforce communications are handled through three channels, including a written word system via the thrice-weekly Focus themed bulletins, face-to-face communication in team meetings or video training, and fast delivery communication using fax, computer messages, or internal mail. This strategy emphasizes year-round monitoring of the communications system's efficiency via surveys and interviews, supplemented by publication of an effectiveness index useful in identifying problems. All staff questions are guaranteed an answer by senior management personnel.
Publication Name: IRS Employment Trends
Subject: Human resources and labor relations
ISSN: 1358-2216
Year: 1995
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