| What is Employee Relations? Definition; |Employee relations deals with the formal and informal relationships of interpersonal nature that arise from 'management/employee interactions in working situations, \ Elements of Employee Relations Policies of communication for impro cooperation between management and ‘workers andthe control of employee loyalty and the minimization of conflict. |a,. Systems of communication for involving employees (eg. in management programs and in the improvement of cusomer [3._ Strategies for managing relations between a company and its employees. 14. Procedures of communication for securing employee participation in the management of enterprise. 5. Communication practices between management and workers in order to maintain harmony and respect. (Bennett R., 1997)| | care) Elements of Employee Relations |EMPLOYEE RELATIONS | | WHAT EMPLOYEES WANT? aaa The view taken by several companies seemsto be that, their employees want (and deserve), 1. Meaningful work: Employees need to fel proud oftheir work. They want suitable challenges end the freedom to pursue them. They want tobe inthe gaze, not on the bench. 12. High’tandards: They dislike losing organizations sd doo war thang around wi eer, P+ Acar sine of purpose and direction They ‘rant to read gc ty information. Timely, ‘Govan tnd mcangfl (rut infomation rust =: WHAT EMPLOYEES WANT? 4, Internal systems that support rather than impede their efforts, and freedom to pursue some things that are important to them, 5. A good working conditions: This ‘means reciprocal caring, coupled with some sense of justice and an assurance they won't be iaken advantage of. |6. Tobe and feel competent. ‘THE FUNCTIONS OF EMPLOYEE, RELATIONS 1. Getting (and keeping) the people solidly ‘behind the organization's care purpose and ‘objectives. In shor, they are committed. |2. Letting people know through countless ways-- that they're important, They are cared about first as people, and then as professionals. ‘They need to be respected. 3. Through personal as well as structured means, the communication practices must be able to support the performance of employees.EMILOYEERELATIONS- paRTNERSHIP | CONTEXT MAY INCLUDE Ti FOLLOWING: Employes involvement for competitiveness, Tralnng personal development end Support Equality of opportinites, Repeseonsol arangements Fons of ian involvement Ccapational hth and safe in woking cavironment Compton ofthe workforce. Cooperation with change, including new fens of work organization Problemanving and confit avoidanes jo. Adapabliy, fixity an imovaton. SUCCESSFUL EMPLOYEE RELATIONS. | | MANAGEMENT COOPERATION PROGRAM T, Commitment. This must be driven from the top. (CEO is commited othe process, and this iter to ‘the management team and, ulimetly all members. 2 Credibility. CEO have todo what they say they'e ‘going to do and communica® their reasons, | | Employee communication vehicles allow CEO to star information abou the companys goal and objective, Worker then fel they are an important partof the busines. | 3. Patience, Is not going to happen overnight. dificult fo both management and workers to change. ‘SUCCESSFUL EMPLOYEE RELATIONS MANAGEMENT COOPERATION PROGRAM 4, Empowerment. Work from the bottom up: People working on the floor know how to do the job best. 5, Communication - Publicize success. Let everyone know about successful accomplishments, bu also be honest about ues. \6. Persistence. Don't give up. Perhaps 5% of your workforce may not want changes; you can't worry about them, Demonstrated successes help workers to change. ‘SOME ORIENTATION GUIDELINES FOR EMPLOYEE RELATIONS Regin wih the most relevant and fmmediae nds of information and then procrd to tore gener policies of te business shoul occur apace eproprnte forte employee 2. The mos significant par of orznation he human Side, giving new employees knowledge of what superiors and coworke ae lke, el them how lang t shoud ake to reach standards of effective ‘work, and encouragig thm to sek help and advice When eed 7 13. Newemployees shouldbe “sponsored” or directed zaptel wort apn wh capo {o qutations and Keepin slows tuch during the Induction period SOME ORIENTATION GUIDELINES. FOR EMPLOYEE RELATIONS f [Employees accurately assess task demands and | skills necessary to do the job. '5, New employees should be gradually introduced to the people with whom they will work, rather than given superficial introductions to all of them on the first day. {6 New employees should be allowed sufficient time to feel comfortable with their job before demands are increased, COMMUNICATION PROGRAM SHOULD FOLLOW A SYSTEMATIC APPROACH sist ‘The steps are: |1- Determine communication training needs and objectives; 2. Develop communication training criteria; 33. Choose the communication trainer; '4. Develop communication training material | consistent with the objectives; ‘5. Plan, implement, and evaluate the program, necome | ares ‘Cass Communication > — = [~~ Grapevine, refers to all informal communication that occurs in an organization. “Noles than 75 090 percent of information carded along the grapevine Is factual Everyone thinks the grapevine is only about rumors- Its not. An active grapevine is actually the sign of a healthy organization.” seven aera of eas G58) —_— ommunicate WITH employees, not TO them. Interaction is, Important after formal announcements have been made.’ Grapevines connect people to. organizational goals, socialize newcomers to the network and help all employees make better sense of their environment. Properly nurtured, the corporate grapevine Eanbo a valuable auset> can help you" | Geta feel for the morale of your organization 2. ert ie nxt of your work 2. Evaluate your formal communleation ‘torts and see ithey are working. Ignoring th Tnovitay le {Low morale. 2' Lower producthvty 53 Misinformation and misunderstanding. grapevine or try toh > —— — | —— . The grapevine is 2 "very important source of information that grows aut of office politics. By not participating in office politics in a positive way, employees may bbe stunting their professional growth, respect and trust." “Tes ithe mos power toon exganization can possess, Without rust, simple fears, poor communication and man ae pthc a ean! be the biggest obstacles to achieving brisiness/corporate succese,19/10/2012 What is internal communication (IC)? Internal communication refers to the almost constant interactions within your organization that convey meaning. Therefore, internal communication encompasses both overt communication lke meetings, memos etc, and more casual forms of communication such as ‘gossip and body language. How significant is internal communication? {Cis significant in any organization because it is the building block of the organizational culture ‘The organizational culture Is the atmosphere of the organization based on Its values, mission ‘and work processes. When every member of the ‘organization holds the same values, understands the work policies and procedures in the same way, and is focused on the same mission, the ‘organizational culture promotes much more effective use of resources then under a culture that is more diffuse in is interpretation, Benefit of internal communication? Employees can make more decisions themselves ‘ince they have the tools and knowledge to know ‘the ght” decisions in ine with the organization's als, staf can identity better with the goal, mission ‘and procedures ofthe organization, which can, ‘esutin asense of "making a cifference” and inerease effort and efficiency; Programs and departments share more resources ‘and information resulting In less duplication of work ‘nd stronger impact asa whole organization, > Oay-to-day conflict can be reduced since alot of Conflict athe result of conflicting ideas on what it Important tothe organization. Basic Principles of internal ‘communication? > Develop a long-term focus > identity clear values for your organization > Define the specific goals for your internal ‘communication strategy >Use comprehensive, pervasive methods Be consistent in your messages ‘The Process of internal communication? 41, Taking a close look at your organization 2, Developing a strategy 3. Monitoring and evaluation ‘The Process of internal communication? 1. Taking a close look at your organization >What are your organizations mission and goals? Whats your organization's structure? Who makes up your organization? >What characterises your organizational culture and internal communication? what communication tools are used within your coxganization? >What are your internal communication needs? >How do you answer these questions?11/10/2012 The Process of internal communication? 2. Developing a strategy > Determine your goal > betermine your objectives identify your key messages >befine your audience identity tools and tactics > Develop an implementation plan Finalize your strategy ‘The Process of internal communication? 3. Monitoring, evaluation and updates ‘You may have completed and implemented your Internal communication strategy, but that does not mean that your workis done and you can file your strategy away. As with any organization ‘or communication strategy, an internal communication strategy requires continual ‘evaluation and up-dates. Tools and Tactics of IC Tools the instrument that can be used to reach the Buslence, while faces the manner In which the tool being used In-Person Communication Advantages: >it is personal, direct and conducive to two-way communication Body language and other social conventions are wsble Fastin getting feedback from your audience. >>More informal and have more social aspects then ‘many other forms. Tools and Tactics of IC In-Person Communication Disadvantage: audience must be physlaly present in one location >Time consuming Staff may not be honest - because they can not be anonymous and therefore may feel ‘unsafe’ and they may not want to loose face. Office polities can also often playa large role in in- person communication and can therefore provide additional complications to tactics that use this, medium. Tools and Tactics of IC In-Person Communication 1 All staff meetings (if your organization is small. 2. Individual meetings (communicate sensitive Issues) 3. Recognition program (Recognizing the contribution and achievement of staff). 4, Social events (Birthday celebrations, Shared Lunches & Friday afternoon social outings) Tools and Tactics of IC Printed Communication Advantages: > Easy way to communicate large amourt of information. >> Audience can acces in their awn ime Long lasting communication > Peepe can acess whenever they ae inthe office. Can be posted in strategic locations to attract the ‘maximum of attention, }Can reach around the world, even to those who do not have acess to Internet and ema > Printed communication pays n meeting egal requiements and athe ask such as contrat, voices {and accounts11/10/2012 Tools and Tactics of IC Printed Communication Disadvantages: > Printing and disseminating communication in pin can be costyin any large quantity Audience has the option to simply scare ‘communication process as soon as they lse interest 2 Alengthy process and time consuming conducive to one way communication. >can carry more weight then more casual Can have legal implications and can create issues of pracy. Tools and Tactics of IC Printed Communication Intra ewer ‘nideal wy communcateiforaton such a ewstat canes poles an procedures, rogram pees nd eremnaonat ‘cnsderes, >the response fr wing te content? 2h esponaibl for comping on eating athe stores? Poe witb spose fo Tools and Tactics of IC Printed Communication ‘Sat handiook - vedas resource ta stat can nto when Frocegues a goad actu tonsa that maar on thee rg, enters na espns, aa tan hap ensures ‘oath reatanhp Between ft onthe org ‘phesourc tren ema > Mento nel enews 2 raehieoconereneng Prvanewesite.