PHRI Mod 3

PHRi MODULE 3
EMPLOYEE RELATIONS AND COMMUNICATIONS
Professional in Human Resources – International (PHRi)
2016 Edition
© 2016 International Human Resource Certification Institute

3.1: Communication in the
Workplace
This section covers the following information from the

Knowledge Base:
Behaviors: 01. Communicate information to the company about HR policies and

procedures (for example, announcements about organizational
changes such as structure, safety and security, or legal
requirements)
03. Collect information about employees‘ work experiences by

conducting final exit interviews before employees leave the
organization, and conduct surveys about employee attitudes,
work conditions, or diversity issues
05. Respond to employee‘s questions or concerns about workplace

issues (for example, employment concerns, company HR
policies, complaints, retirement questions, payments)
07. Maintain regular communication with employees (for example,

through newsletters, or the company website)
Skills & Knowledge: 02. Methods and processes for collecting employee feedback (for
example, employee attitude surveys or final exit interviews
before leaving the organization)
Source: HR Certification Institute

Module 3: Employee Relations and Communication 3.1: Communication in the
Workplace
Introduction
Imagine you‘ve been charged with creating a human resources (HR) function
within your organization. First, you want to be sure the human element of the
organization is aligned with the overall business strategy. Next, you have the
enormous task of planning for services, creating budgets, establishing
infrastructures and identifying resources to support the needs of your workforce.
Now imagine that all the planning is complete and that everyone within the HR
function understands the processes, the great benefits offered, the employee
programs being rolled out and how to respond to employee needs. You‘re left
wondering: how will employees know about these great offerings?
What‘s missing from your planning? A communication strategy is missing from

your planning. In order for a successful HR function to service an organization‘s
constituents, there needs to be an effective way to communicate with employees
and to collect ongoing feedback for continual improvement efforts.
Communication does not start and stop within the HR function. There are
numerous stakeholders and partners to involve, namely leadership. In this section
you will explore the importance of an organization-wide communication strategy
and how this strategy cascades down to the HR function. You will learn about
what you may want to communicate to your constituents and also about methods
for delivery and feedback.
This section examines the following:

 Communicating with employees
 What HR needs to communicate
 Cross-cultural communication concepts
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 Methods for communicating

 Using technology for communications
Communicating with Employees

Importance of Communication
Employees want to be kept informed, but most companies do a poor job of
communicating and keeping employees involved, especially over distances,
across time zones and in different languages. Employees in most organizations
continue to state that they are not aware of the company‘s strategies, direction or
key initiatives. Furthermore, people leaving the organization often cite a lack of
communication and a feeling of being cut off from the company as primary
reasons for their departure.
Most human resource professionals and business leaders agree that a formalized
communication strategy is essential to effective and consistent business
operations. With a formal and comprehensive communication strategy,
organizations can ensure the following:
 Consistent messages are delivered
 Messages support a recognizable employment brand
 Messages express the organization‘s mission, vision and culture
HR is often responsible for managing the flow of critical information throughout

the organization. Whether the purpose is merely to update employees on new
policies, prepare for an emergency, share achievement or listen to employee
concerns, HR is a principal function of an organization‘s communication strategy.
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Benefits of Effective Communication
Research shows that organizations that communicate effectively with their

employees financially outperform those that do not. According to a study
conducted by Watson Wyatt Worldwide (now Towers Watson), organizations that
―communicate with courage, innovation and discipline, especially during times of
economic challenge and change, are more effective at engaging employees and
achieving desired business results‖ (Watson Wyatt 2009/2010).
The study included 328 organizations worldwide that represented 5 million

employees. Results found that those companies with highly effective
communication strategies had 47% higher total returns to shareholders compared
with companies with less effective communication strategies.
In addition to financial advantages, communication strategies can create a culture

where employees are more productive and loyal. Figure 1-1 lists some of these
advantages, as well as the disadvantages of ineffective communication.
Effective Communication Ineffective Communication

 Builds employee morale  Leads to damaged work
 Helps employees understand relationships
expectations of their employment  Decreases trust
 Creates commitment and loyalty  Fosters anger and hostility
 Allows employees to give feedback  Provides a basis for
 Reduces potential grievances and misunderstandings
misunderstandings  Reduces opportunities for
 Increases efficiencies and reduces success
costs
Figure 1-1. Effective verses Ineffective Communication

(Society for Human Resource Management, Managing Organizational
Communication 2010)
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Elements of an Organization-Wide Communication Strategy
Organizational leadership should set the tone for organization-wide

communication. This process involves creating a communication strategy. When
organizations have a communication strategy in place, leaders can quickly convey
messages and put action plans in place when the need arises. Those organizations
with a disorganized approach to communicating often waste time deciding who
should communicate and the methods for how to reach employees.
An organization-wide communication strategy should be adaptable and include a

top-down approach, a budget and processes for conveying messages and methods
for feedback. These elements are described in Figure 1-2.
Figure 1-2. Elements of a Communication Strategy
Constituencies
Everyone in the organization has a role in making a communication strategy

work. Senior leaders are ultimately responsible for setting the tone and for
establishing an organizational culture. Managers are responsible for carrying out
daily communication with their employees and for relating to their peers and
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colleagues. Both leaders and managers should be coached on their role in

ensuring effective organization-wide communication.
Part of HR‘s role may be to manage and provide communication training for
leaders and managers. A strong training component will not only equip leaders to
communicate effectively with their teams and colleagues but also help them
understand the appropriate communication channels and protocols.
In addition to training, HR may have other responsibilities when it comes to its

role in communication. These may include the following:
 Responding to employee communication issues
 Dealing with external communications such as media
 Measuring and quantifying results of communication strategies
Employees also play a major role in a communication strategy and have a

responsibility to voice concerns and issues, provide feedback and listen
effectively (Society for Human Resource Management, Managing Organizational
Communication 2010).
Developing Your HR Communication Skills

With so much at stake in your ability to communicate effectively, it makes sense
to put thought and effort into developing your communication skills. According to
Elaine Varelas from Keystone Partners, there are five guiding principles you can
use to help you become a more effective communicator:
 Address the difficult issues in an honest and concise manner. Problems

can escalate if they are not addressed in a swift manner. While it may
make you feel uncomfortable to discuss poor performance issues or
questionable ethical actions, you are leaving your organization vulnerable
if you do not have the difficult discussions.
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 Select the appropriate method to deliver the message. Carefully

consider the method most appropriate to send a message. This includes
using the correct messenger as well. For example, information about an
acquisition is best delivered by a senior manager, not by a line manager.
 Praise in public; reprimand in private. People appreciate recognition.

Look for opportunities to provide encouragement for a job well done. The
opposite is true when there is criticism to share. Behaviors need to be
addressed; however, respect the dignity of the person whom you are
reprimanding. Consider cultural preferences when praising in public and
also when sharing criticism.
 Be honest. To be honest you need to be able to determine the truth and to

convey it accurately. Wanting to be honest doesn‘t make you honest.
Honesty requires conscious practice.
 Communicate on a regular basis. Communication should be part of a

routine. When it is part of your work cycle, communication is easier to
manage and less daunting. (Varelas 2008)
Know Your Audience

In any communication strategy, identifying audience issues is a key task in
ensuring effectiveness. In the example of an organization downsizing, there could
be many audience types each requiring a different message and delivery method.
The following list provides five possible examples of audience types for
downsizing in an organization:
 Audience 1: Employees who will lose their job
 Audience 2: Employees who will tell other employees that they will lose
their jobs
 Audience 3: Employees whose work requirements may increase because
of downsizing
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 Audience 4: Employees not impacted

 Audience 5: Managers who have groups impacted or not impacted by
downsizing
You should also consider the size of your audiences, which may guide the
methods you use. For example, if it is anticipated that a given audience will have
many questions regarding downsizing and the personal implications, keeping
meeting sizes small may be preferred so that questions can be adequately
addressed.
Diverse Audiences
Organizations may have multiunit operations, with worksites across cities and
even across countries. The more geographically dispersed and interdependent
these groups are, the greater the challenges are for creating a cohesive
communication strategy.
Audiences may have differing perceptions and expectations when giving or

receiving information due to age, disability, ethnicity, gender and race. These
differences should be evaluated when developing messages for a broad audience.
What Does HR Need to Communicate?

Communication starts with a message, and for HR functions there are often many
messages to deliver to constituencies and therefore many opportunities to seek
feedback. The more complex the organization, the greater the need for HR to
manage the flow of communication, so it is inclusive, timely and effective.
Review the topics outlined in Figure 1-3, and for those topics relevant to your
organization, ask yourself: what understanding is necessary for my audience, and
what do I want my audience to do with this information?
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HR Topics
Benefits Holiday calendar Emergency plan
Organization‘s goals and Employee surveys New employee orientation

mission
Organization‘s values Rewards system Employee news
Organizational policies Employee handbooks Community involvement &

social responsibility
Organizational initiatives Safety and security Employee programs
Figure 1-3. HR Topics for Communication
Let‘s explore in more detail two of the topics listed in Figure 1-3, benefits and
emergency plan.
Communicating Benefits
Even if a company offers an outstanding benefits package, it won‘t achieve a
return on investment if the employees fail to understand what is offered and how
the benefits can support their lives and the lives of their families.
Employees should be considered consumers of benefits, and communications

should reflect this perspective so that employees feel empowered to make
decisions that suit their needs.
There are a variety of ways HR can communicate benefits information to

employees. Examples include employee handbooks, organizational websites and
employment contracts. HR must be careful to communicate consistently and
accurately across channels and also remember to update the information as it
changes.
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One-on-One Communication
Sending brochures or attending a seminar may not be enough for your employees.
You can‘t assume employees will read through a folder of materials and have a
full understanding of how the benefits will support their lifestyles. One-on-one
communication is the best way for employees to identify the choices that best
meet their individual needs and to plan for how they will use the benefits.
Compare an employee who has a family of four and is preparing to retire in eight
years with an employee who just started his or her first job. Their needs are likely
to be very different. It is important to look at your employee base from a
demographic basis and to determine how to best communicate information that is
relevant to them.
Communicating Financial Information
HR professionals must be careful about how they position financial planning such
as retirement benefits. Avoiding the appearance of a fiduciary relationship is
critical, as there could be legal implications. Communicate the basic offerings,
answer questions and then use third-party providers that are qualified to assist
employees.
Education Conducted by Third-Party Providers
In many cases, suppliers of benefits such as health care and financial planning
offer education programs for employees. There are advantages to these
educational programs as outlined below:
 Savings on expenses
 Educating employees on options
 Educating employees on processes and tools
When employees understand how benefits can help secure their futures, they are
more likely to participate in the plans and to recognize the value of working at the
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organization (Society for Human Resource Management, Benefits Choices:

Educating the Consumer 2011).
Communicating an Emergency Plan

In an emergency, the ability to communicate with your employees can be
disrupted. You may not have the ability to communicate through e-mail, or
perhaps your phone and fax capabilities are out of service. These difficulties can
occur at a time when communication with your employees is most critical.
When considering your emergency preparedness and response plan, explore your
current communication tools and establish primary and secondary ways to reach
employees. If the phone system is out of service, could you use e-mail or post
information to your Intranet site? Make a list of the ways you can stay connected,
and be sure employees know what the alternatives are in an emergency.
The goal of your communication plan is to keep people informed and working
together to move forward. This can be an additional challenge for employees
working from a remote location who may not understand what is happening at
another worksite. The following identify considerations for creating an emergency
communications plan:
 Identify who your constituents are in an emergency. Include clients if

necessary.
 Identify the kinds of information and resources your constituents need in

an emergency.
 Assess how you would react to restricted access to your workplace.
 Talk with other organizations in your industry or geographic area, and

analyze their response plans.
 Identify information that constituents would need in an emergency.
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It may be helpful to run a focus group with leaders, safety and security personnel,
managers and employees to discuss alternative communication channels and key
information to disseminate to employees in a time of crisis.
Leveraging Technology to Communicate During an Emergency

The Internet
The Internet is a reliable way to stay connected with employees across your
organization during an emergency. Because you‘re not dependent on a single
location, provider or server, the Internet offers channels and forums to gather and
collaborate. Even if you cannot get to your office, you may still be able to connect
from home, at a local school or at a library.
Internet-based communication tools such as e-mail, instant messaging, online

collaboration sites and social networking should all be considered as alternative
ways to connect with employees. If one communication system goes down, you
should have sufficient backup to continue with business operations. Be sure to
coordinate these initiatives with your technology department.
Your Internet or Intranet site can offer a powerful means of communication. The
key is to get employees in the habit of going to your web location on a regular
basis. If your site is seldom updated and not maintained, employees are less likely
to access this communication forum during an emergency.
Telephone Notification Chain
If your telephone service is still working, activate a telephone notification chain,

and forward instructions to employees on your team. Make sure that employee
names and phone numbers, including cell numbers, are stored and secured and
can be accessed by appropriate personnel during the emergency.
Hotlines
A hotline, also referred to as an automatic signaling service, is a communication

link in which a phone call is directed to a prerecorded message. Hotlines are
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another way to disseminate information, but employees must know the hotline
number. If employees don‘t know the hotline number, they should know to check
the Internet, voice mail, instant messaging, e-mail, TV, radio, print or company
call centers for hotline numbers.
Text Messages
Many cell phones today also work with e-mail to support text messaging. This
beeper-like service may still function when normal phone and pager systems are
down. Create a group list in your e-mail program with the cell phone numbers in
the format needed to send them as text messages. This way, you can quickly
communicate with all your employees by sending just a single e-mail message
(Society for Human Resource Management 2007).
For more information on ways to communicate HR topics, please see Managing

Organizational Communication at the following website:
http://www.shrm.org/Research/Articles/Articles/Pages/ManagingOrganizational
Communication.aspx.
Cross-Cultural Communication
When communication occurs between people of two or more cultures, it is termed
cross-cultural communication. While effective cross-cultural communication is
possible, it cannot be approached in the same manner as domestic communication
or communication between individuals who share the same culture.
There are numerous renowned models describing the communication process.

Exploring these models may help mitigate the challenges that can arise when
communicating across cultures. Common to most of these models are the
elements illustrated in Figure 1-4.
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Figure 1-4. Model of Two-Way Communication
Problems arise when what the communicator says differs from what the receiver
hears. Because the sender is translating thoughts into words and the receiver is
translating words into thoughts, many opportunities for misinterpretation exist.
Barriers to Effective Communication

Information doesn‘t always flow intact from communicator to receiver. Barriers
can influence how information is received and interpreted. Figure 1-5 lists several
barriers to effective communication.
Barrier Description
Frame of Different individuals can interpret the same communication

reference differently, depending on previous experiences.
Selective Individuals tend to block out new information, especially if it

listening conflicts with existing beliefs.
Figure 1-5. Barriers to Effective Communication (continued next page)
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Barrier Description
Value Individuals assign an overall worth to a message prior to

judgments receiving the entire message.
Source Individuals weigh the actions and words of the communicator

credibility based on the amount of confidence they have in that person.
Language The same word may mean entirely different things to different
people.
Filtering Information is manipulated so that the receiver perceives it as

positive.
Cultural Different perspectives may lead to misperception and

differences miscommunication.
Communication Different forms of communication are preferred because of

preferences differences in interest, education, occupation, ability and culture.
Figure 1-5. Barriers to Effective Communication (concluded)
Communication and Language across Cultures

Language represents our primary vehicle for expressing thoughts and ideas, and it
can both restrict and expand communication. In some languages, for example,
there is no word for the color gray, which other languages associate with the color
between black and white. In these cultures, gray is either not perceived to exist or
is expressed differently. Similarly, other languages contain different words to
describe the love between siblings, between friends and between married partners.
Colors often have interesting uses and meanings across cultures. In China, red is a
very positive color; it connotes happiness, warmth and good things. In Hong
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Kong, red envelopes are used to disperse lucky money during the celebration of
the New Year. In Chile, yellow roses are associated with contempt. Sending a gift
of yellow roses communicates that the sender does not like the recipient.
Time and personal space also have a role in communicating across cultures. For
example, in some countries like China and Japan, punctuality is considered
important and being late would be considered an insult. However, in countries
such as those in South America and the Middle East, being on time does not carry
the same sense of urgency. The concept of personal space also varies from
country to country. In certain countries, it is considered respectful to maintain a
distance while interacting. However, in other countries, personal space is not as
important.
Sounds represent another culturally sensitive area that may often be overlooked
during communication and negotiation. An acronym that is commonly used or
accepted in one country may, when spoken, produce a sound that is inappropriate
or offensive in a different language.
These examples of the cultural connotations of colors, numbers, time, space and
sounds have broad implications, not just for interpersonal and face-to-face
communication but also for organization-wide communication and human
resource development programs. HR professionals have an obligation to help their
organizations avoid pitfalls when choosing themes, objects, colors, numbers,
acronyms, process nicknames and other aspects of organizational effectiveness
programs. Here are several pitfalls to be aware of and to avoid when
communicating:
 Colloquialisms, buzzwords, acronyms and idioms
 Local expressions that do not translate cross-culturally
 Multiple meanings of words
 Biases
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In addition, HR should be aware of naming conventions across cultures such as

differences in surname, family name, given name and preferred name.
Cultural Styles of Communication

Culture influences more than just the words and phrases used for communication.
With respect to cross-cultural communication, the context of the communication
is as important as, and sometimes more important than, the content.
In The Silent Language (1990), Edward T. Hall explores cultural factors as they
relate to communication. In particular, he distinguishes between high- and low-
context cultural factors.
Expectations for individuals functioning within each context are described in

Figure 1-6.
Figure 1-6. Cultural Context (Hall, The Silent Language 1990)
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Low-Context Style of Communication
In a low-context culture, very little is taken for granted. As a result, more

explanation may be needed. While this means more explanation is required, it also
means there is less chance of misunderstanding.
When communicating with people accustomed to low context, consider the

following and adapt your communication style as necessary:
 The focus is on the specifics of what is said or written.
 A handshake is insufficient; contracts are important.
 People look for content, not what surrounds the content.
 Information is held very closely and shared on a need-to-know basis.
 Body language may not be acknowledged as having a significant impact on
the content of the message.
 Clarity of communication in words is paramount, and open dialogue with
probing questions is acceptable.
 Sometimes openly challenging someone you disagree with is admired.
(Hall, Beyond Culture 1976)
Countries with low-context cultures include Germany, Sweden, Denmark,
North American countries and the United Kingdom.
High Context Style of Communication
In a high-context culture, there are many contextual elements that help people
understand the rules. As a result, much is taken for granted. This communication
style may be very confusing for a person who does not understand the unwritten
rules of the culture.
When communicating with employees accustomed to high context, consider the

following and adapt your communication style as necessary:
 What is unsaid but understood carries more weight than what is verbalized
or written.
 Personal relations add to business.
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 It isn‘t only what people talk about that‘s important, but also the tone of
voice, where the conversation takes place and so forth.
 People share more information and expect to have a constant flow of input.
 People tend to be indirect. Listeners are expected to interpret statements
and questions.
 There are many nonverbal nuances, including gestures and voice quality.
 Speaking eloquently but indirectly is valued. (Hall, Beyond Culture 1976)
Cross-cultural communication will always involve more than just the words and
language being used. Differing preferences for high context or low context have a
significant impact on understanding and comprehension, trust, negotiations and
many other aspects of interpersonal relationships.
Countries with high-context cultures include China, Japan, Arab countries, Spain
and Greece. Most Latin American countries also have high-context cultures. An
example of a high-context Latin American country is Brazil.
Cross-Cultural Working Teams

Getting work done in teams requires a free flow of accurate information and open,
productive relationships with employees. But that‘s easier said than done in a
diverse workplace where many cultures collide.
Teams are considered homogeneous if they share the same cultural background
and heterogeneous if the members come from different cultural backgrounds.
Heterogeneous teams are often virtual teams. Because team members may not
share the same values, beliefs, attitudes and approaches to decision making, they
face additional challenges and may require different types of support than
homogeneous teams, especially during the start-up phase.
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Challenges faced by heterogeneous teams may include the following:

 Geographic distances: To be successful and to overcome the
challenges of distance, virtual teams must make maximum use of
technological tools.
 Time differences: Virtual teams may struggle to find the most effective
method of managing time. They can choose to work in real time or work
at any time from a shared archive. Depending on the nature of their task,
teams may find it most effective to use a combination of the two
approaches.
 Language differences: When team members must use a second or third
language to participate, their ability to contribute may be compromised.
Such teams may benefit from applying the suggestions for high- and
low-context styles discussed earlier.
Methods of Communication
Part of developing and executing communication plans is to select the best
methods for delivering any given message to and from employees. With so many
choices, such as face-to-face meetings, electronic media, print and social media,
the decision becomes quite complex.
Flow of Communication throughout the Organization

When considering how to convey your message, be sure the content of the
message is appropriate for the delivery method. For example, critical
announcements from leadership that impact the entire organization should take a
top-down approach. For other messages, the following communication methods
may be appropriate:
 Top down: Information flows from higher to lower levels in an
organization.
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 Bottom up: Information flows from lower to higher levels in an

organization.
 Horizontal: Information flows among peers, within a team or group, or
across functions in an organization.
 Network: Information flows along a predetermined set of links through an
organization (for example, e-mail routed on a network).
 Informal: Informal communication channels (actually, ad hoc networks)
provide assorted facts, opinions, suspicions and rumors—information that
normally does not travel through the organization‘s formal channels.
Choosing a Communication Method

When selecting the best communication vehicle, organizational leaders will want
to consider three key variables:
 Timing. The timing of the information may be important in cases such as
selling a business unit or finalizing a major acquisition.
 Location. Employees‘ location will affect the method of communication.
Ask: are all employees in one building, at multiple sites or working
remotely?
 Message. Another issue that affects the decision is the sensitivity of the
information. For downsizing information, most professionals agree that
face-to-face meetings are the best means of communication, but location
and the number of employees involved may be determining factors for
other alternatives. (Society for Human Resource Management, Managing
Organizational Communication 2010)
Employee Handbooks
The employee handbook is typically used to communicate the organization‘s

mission, values and goals as well as standard operating procedures, guidelines and
policies. The handbook helps establish an organizational culture and employment
brand.
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Traditionally, employee handbooks have been in print format; however, more

organizations are publishing handbooks in an online format, allowing for quick
updates and easy accessibility.
We will further explore the details included in Employee Handbooks in Section

3.2: Laws Affecting Employee and Labor Relations.
Newsletters
More often today, HR functions are reaching employees through online

newsletters that can be published on a regular basis such as weekly or monthly or
whenever there is news to share. Newsletters are used to communicate new
information about the company, its employees and new products and services.
Newsletters also help build unity among employees in the following ways:
 Newsletters provide employees at all levels with the same news delivered
at the same time. From an employee‘s perspective, knowing you are
receiving the same news as leadership encourages a sense of community.
 Newsletters allow employees to feel connected on a personal level by
hearing about recent marriages, new births, graduations and achievements.
Organization-Wide Meetings
Organization-wide meetings are a good option when it is important to gather

employees together to share news, to celebrate successes or to communicate
information that affects all employees.
These meetings generally are most effective when employees are physically
located in one geographic area where employees can attend together.
Alternatively, these kinds of meetings can be held electronically via webinars or
teleconferences.
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At his company‘s quarterly meeting, Adam Rizika enjoys seeing his CEO, Dick
Harrison, in action. ―He likes people to come out with difficult questions, and he
likes responding to them ad lib,‖ says the director of marketing, Asia-Pacific, for
Parametric Technology Corp. ―He can also talk in incredible detail about what our
competitors are doing and how we are approaching them. When you hear him
talking, you say, ‗Hey, we are on top of this‘‖ (Woodward 2006).
Telephone
The telephone is a traditional method of communication and is best used for

simple exchanges of information once relationships are established. Combined
with online tools such as conference calling and virtual meetings, the telephone is
still a powerful method of communication.
Informal Communication
One of the most used and undermanaged tools for employee communication is
informal discussion. Informal meetings, phone calls and online discussions are an
easy and inexpensive way for employees to get the latest news unfiltered by
management, and they continue to be a source for employees learning about the
current happenings across the organization.
Organizations should be mindful that informal communication can lead to gossip,

which in turn can impact productivity. Having a consistent and strong system of
communication from leadership is often the best way to manage gossip and to
inform employees of the facts.
In-Person Meetings
Meeting in person with employees is the preferred method for relaying sensitive
or confidential information.
In-person meetings are ideal to communicate compensation and benefits issues.

Either HR or line managers should take the time to meet with individual
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employees in a comfortable, confidential setting to discuss sensitive topics such as

those listed below:
 Job grade changes
 Raises
 Individual benefits issues
 New policies or procedures that directly affect that employee
 Policy infractions
While in-person meetings may be based on a written document, the affected

employee should feel free to ask questions and should leave the meeting having
had all questions answered and understanding the compensation or benefits issue
discussed.
Good employee communication helps increase employees‘ awareness that their

employer is attempting to create internal equity, ensure competitiveness and
reward individual performance.
Communicating through Technology

Today the face of HR is often a website, rather than a person. Almost all firms
now provide universal access to HR services through technology-based
applications, dramatically changing the practice of communication for human
resource professionals. Those organizations that combine effective HR
communication processes with effective HR technology are likely to be more
productive and more profitable than those that do not.
In the following sections, we will explore technology tools HR can use to

communicate with employees.
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Human Resource Information Systems (HRIS)
Many organizations are moving toward portals such as human resource

information systems (HRIS) to deliver HR services and to communicate with
employees. These portals often provide access to third-party providers and act as
a centralized location for communicating information. The following information
is often found on HRIS portals:
 Employee handbooks
 Benefits information
 Company newsletters
 Training and development resources
 Emergency planning
 General business updates
 Standard operating procedures
 Recruitment and selection resources
 Compensation information
Self-service applications are often part of an organization‘s HRIS and continue to

evolve in sophistication and use. More often, organizations are paying employees
electronically and posting pay statements and benefits summaries online. Paper
statements of direct deposits and benefits will decrease as the number of
employees participating increases.
Virtual Team Meetings
Increases in travel expenses, technological improvements and the proliferation of

virtual teams have caused organizations to rely more heavily on remote and
virtual communication. All nonverbal aspects of the communication are lost when
employees are engaged in virtual or audio-only communication. In these
situations, it becomes especially important to attend to and manage verbal aspects
of the communication such as pace, tone of voice, accent and word selection.
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Workplace
Virtual meetings can combine a variety of tools, so you can hear coworkers, see
coworkers and also see the information being discussed. The concept of virtual
meetings is illustrated in Figure 1-7.
Figure 1-7. Virtual Team Meetings
According to Karen Cvitkovich, managing director, global talent development for

Aperian Global, it is crucial to establish protocol for virtual meetings. Protocol
may include the following rules:
 Speak slowly.
 Don‘t interrupt.
 Listen to understand.
 Speak as though remote participants are in the room.
 Don‘t use a computer or text messages during meetings.
 Don‘t wear pajamas to meetings. (Society for Human Resource
Management, Set Ground Rules for Virtual Team Communications 2008)
Depending on the situation and the applications you have available within your
organization, you can combine a variety of tools to suit the virtual situation. Some
useful technological applications and their potential value in supporting virtual
teams are described in Figure 1-8.
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Workplace
Situation Application
Meetings Web meetings, video teleconferencing and

teleconferences
Daily Telephone, voice mail, chat and discussion

communications forums, e-mail, instant messaging, Voice-
over-Internet Protocol (VoIP)
Collaborative Word-processing programs, groupware

writing
Project platforms Portals, project sites, dedicated Intranet pages

for posting project information, deliverables
and resources
Project Integrated suites of tools for shared work

productivity suite products, project schedules, version and
quality control, surveys and polling
Team building Simulations and activities designed for team

building and enhanced project
communications, social networking software
Figure 1-8. Tools for Virtual Teams
Social Media
Social media is now a common term, and many individuals use social media sites
not only for personal use but also for business communication tools. Listed below
are examples of popular social media sites across the globe:
 Facebook: Popular worldwide
 Twitter: Popular worldwide
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Workplace
 Hyves: Popular in the Netherlands

 renren: Popular in China
 Orkut: Popular in Brazil
For HR, social media provides a number of advantages:

 Assists in recruiting top talent
 Promotes branding to internal and external constituents
 Links employees to customer contact
 Connects employees to coworkers, managers, and leaders
Some organizations are adopting social networking tools internally for knowledge
capture and sharing, informal learning, collaboration, communication and
engagement.
An Aberdeen Group study of more than 500 organizations, released in June 2009
and titled HR Executive’s Guide to Web 2.0, notes that many organizations have
workforces spread out among various locations and workgroups that often include
vendors and customers. The study concludes: ―Business executives (HR and non-
HR) are realizing that these new realities require a rethinking of the talent
management lifecycle, and of the new tools they can use to manage this diverse
and dispersed workforce‖ (Society for Human Resource Management,
Developing a Social Business Network 2010).
The study reported on Manheim Auctions Inc., a company with 30,000 employees
that remarkets vehicles for auto dealers, manufacturers, rental car operators and
others. Manheim‘s 200-person HR team is dispersed and includes staff in
Australia. Lilicia Bailey, senior vice president and chief people officer, shared
two examples where Manheim uses online technology:
 The HR team uses an online community to share ideas and to develop a
dialogue on common issues. For instance, they‘re revising the employee
handbook through instant collaboration.
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Workplace
 A group of assistant general managers at all offices are using the

community function to discuss ways to transform the business in the future.
These managers tend to be younger and comfortable using these tools.
Employee Feedback
Figure 1-9. Dale Carnegie Quote
Two-way communication plays an essential role in a comprehensive HR strategy.

Listening to employee issues and concerns contributes to a loyal and productive
workforce. Through listening, HR can learn about employee relations issues and
attitudes toward terms and conditions of employment.
Mechanisms for Collecting Employee Feedback

Organizations should have a formal process to gain direct, nonhierarchical
information about employees‘ views of organizational effectiveness as well as
about specific policies and practices. Most organizations develop feedback
mechanisms to provide a reality check on management‘s beliefs about the
perceptions of employees.
Organizations have a variety of feedback and communication mechanisms they

can use, but for these mechanisms to be effective, they must be backed with
commitment by leadership. In the following sections, we will explore several
examples of feedback mechanisms.
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Workplace
Surveys
Surveys ask employees to provide opinions on fair treatment, recognition and

appreciation, quality of supervision, working conditions, job demands, job
security, adequacy of communication and satisfaction with compensation, benefits
and other conditions of employment.
Many organizations use norms from other organizations to benchmark the results
from these surveys and then to focus on internal continuous improvement from
survey to survey.
Employee Suggestion Systems
Employees often know better than management how waste can be eliminated,
how hazards can be avoided or how improvements can be made. Suggestion
systems offer individual employees the opportunity to provide management with
ideas for improving the workplace or any of its processes.
To help ensure success, a suggestion system should be publicized, and

suggestions should be collected and evaluated regularly. A suggestion system
should have established rules and provisions for judging the merits of the
suggestions submitted.
Employee Focus Groups
A focus group is a small group (normally six to twelve people) invited to actively
participate in a structured discussion with a facilitator. Focus groups typically last
from one to three hours, depending on the topic and purpose.
Focus groups serve a variety of purposes for HR. They are often used as a follow-
up to a survey. They can provide an in-depth look at specific issues raised during
a survey. In this respect, focus groups collect qualitative data that enriches
quantitative survey results. However, focus groups may also be used
32
Workplace
independently of any survey to learn how employees feel about a specific

program or issue.
Lunch with Management
Some organizations host periodic lunch events in which employees are invited to
have a lunch with management. This type of feedback method can be intimidating
and should be voluntary. There are a few simple ways to increase engagement and
ensure the dialogue is meaningful:
1. Keep the lunch casual to increase the comfort level of participants.
2. Establish a seating arrangement to encourage dialogue.
3. Provide participants with a few business-focused questions they should

come prepared to discuss during the meal.
4. Ask participants what they thought about the event afterward in order to
make improvements to future events. (Society for Human Resource
Management, Expert: Workplaces Need Continuing Dialogue 2011)
Management Visits
Management visits are regularly scheduled visits at certain locations within the
organization. A designated employee should act as a guide during the visit,
introducing team members and pointing out key projects. Management should ask
questions about project work and encourage employees to share their
accomplishments and challenges. Management should record their findings and
communicate back to the team on any action steps required.
Accessible Leadership
Leaders will receive more feedback from employees if they keep their doors open,
frequent the hallways and engage in informal conversations with employees.
Leaders should provide multiple channels for open dialogue such as online tools,
in-person meetings, phone calls or even a written note. Most employees don‘t
33
Workplace
want to ask questions or pass along new ideas to a stranger (Society for Human
Resource Management, Expert: Workplaces Need Continuing Dialogue 2011).
Exit Interviews
An exit interview is typically conducted when an employee is terminating

employment with the organization. Exit interviews can also be conducted when an
employee transfers internally.
Exit interviews provide an opportunity to gain honest information on employment

conditions within the organization. Employees can offer objective feedback on the
conditions or patterns of management behavior that may have contributed to an
employee's decision to leave.
Interviews are often conducted by an HR professional. Questions should focus on

the business needs of the organization. Sample questions may include:
 How were you recruited?
 Was the job presented correctly and honestly?
 What was your supervisor‘s management style like?
 What did you like and dislike about the organization?
 Why did you decide to leave, and how was the departure handled?
There are several alternative ways to conduct exit interviews. Alternative

approaches are listed below.
Outsourcing: Some organizations outsource the exit interview process to

professionals who can conduct online or telephone interviews anonymously, if
desired, and present organization-wide data using meaningful metrics.
Online Surveys: There are a number of different websites and software programs
that provide online surveys to resigning employees. For example, after HR enters
information into the system regarding a resigning employee, an e-mail is
34
Workplace
generated asking the resigning employee to participate in an online survey. Data

is anonymously generated along with reporting options and metrics.
According to David Darling, vice president of HR for Teavana, an organization

with locations in Mexico and the United States, automating and outsourcing exit
interviews can be especially useful for companies with spread-out employees and
small HR departments. Darling shares data with managers and uses the
information for training opportunities (Society for Human Resource Management
2006).
Informing Employees during Difficult Times

When employers are considering downsizing, pay reduction or other tough
decisions, a communication strategy is the most integral piece to change
management. The best way to lessen the blow to morale and productivity is to
communicate early, frequently and honestly.
Announcing all the bad news upfront is usually advised. Although this is a
difficult undertaking, it allows everyone to adjust more quickly and prepare for
the next steps. Employees need to feel that management is being open and honest
with them, and the best way to do that is to state the facts in a sensitive manner
(Society for Human Resource Management, Isn‘t How You Communicate to Staff
Just as Important as the Information You Want to Share? 2010).
During tough times, trust is crucial. To build trust, employees need to believe that
the organization is forthcoming with factual information. When employees don't
trust the organization they work for, productivity can be lost. The following
outlines three ways in which organizations can suffer when there is mistrust:
 Employees may leave the company. Losing valuable employees can
make it even harder for a company to get through tough times.
 Employees may become complacent and unproductive, adding a level of
risk to the organization.
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Workplace
 Employees may begin to become angry and hostile. This discontent can
quickly spread throughout the organization.
In late 2008, Watson Wyatt Worldwide surveyed senior communicators in

companies across a broad range of industries to learn how they communicated
with employees during the financial crisis. Survey findings show:
―…employers are increasing communication about organizational

performance and solvency, as well as pay and benefits. Using a variety of
traditional communication channels, as well as social media, senior
leaders are hoping to allay employees‘ fears and increase trust levels.
However, in many cases frontline managers are not reinforcing and
interpreting these messages for specific work groups. Nevertheless, most
employers who are measuring communication effectiveness feel that
taking the initiative to communicate during these challenging times is
improving employee engagement and productivity‖ (Watson Wyatt 2008).
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Workplace
Practice Questions
Directions: Choose the best answer to each question.
1. Which element of an effective communication strategy allows senior leadership to set the
tone for messaging?
a. Top-down approach
b. Budget
c. Processes for conveying messages
d. Methods for feedback
2. Why is one-on-one communication important when communicating benefits to

employees?
a. A consistent message will be delivered.
b. Employees need to believe that the organization is forthcoming with factual
information.
c. Employees can identify the choices that best meet their individual needs and plan
for how they will use the benefits.
d. HR professionals are often the best source of information regarding the product
and how it can be adapted for individual situations.
3. Which of the following is a description of the ―frame of reference‖ barrier to effective

communication?
a. Individuals assign an overall worth to a message prior to receiving the entire
message.
b. Different individuals can interpret the same communication differently, depending
on previous experiences.
c. Individuals tend to block out new information, especially if it conflicts with
existing beliefs.
d. Individuals weigh the actions and words of the communicator based on the amount
of confidence they have in that person.
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Workplace
4. Which of the following describes the horizontal method of communication flow?

a. Information flows along a predetermined set of links through an organization.
b. Information flows from lower to higher levels in an organization.
c. Information flows from higher to lower levels in an organization.
d. Information flows among peers, within a team or group or across functions in an
organization.
5. Which of the following technology-based applications is a portal that provides access to

third-party providers and acts as a centralized location for communicating information?
a. Employee handbooks
b. Virtual team meetings
c. HRIS
d. Social media
6. What is the purpose of employee suggestion systems?

a. They offer individual employees the opportunity to provide management with
ideas for improving the workplace or any of its processes.
b. They are often used as a follow-up to a survey and can provide an in-depth look at
specific issues raised during a survey.
c. Management asks questions about project work and encourages employees to
share their accomplishments and challenges.
d. They provide multiple channels for open dialogue such as online tools, in-person
meetings, phone calls or a written note.
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Workplace
Practice Question Answers

1. a
2. c
3. b
4. d
5. c
6. a
40
Module 3: Employee Relations and Communication Section 3.2: Laws Affecting Employee
and Labor Relations
3.2: Creating a Positive

Work Environment
This section covers the following information from the

Knowledge Base:
Behaviors: 02. Support company sponsored activities and awards to encourage a

positive work environment (for example, employee appreciation
and rewards, company social gatherings, sports teams or clubs)
03. Collect information about employees‘ work experiences by

conducting final exit interviews before employees leave the
organization, and conduct surveys about employee attitudes,
work conditions, or diversity issues
05. Respond to employee‘s questions or concerns about workplace

issues (for example, employment concerns, company HR
policies, complaints, retirement questions, payments)
Skills & Knowledge: 01. How to encourage and keep employees (employee engagement
techniques)
02. Methods and processes for collecting employee feedback (for

example, employee attitude surveys or final exit interviews
before leaving the organization)
Module 3: Employee Relations and Communication Section 3.2: Laws Affecting Employee
and Labor Relations
05. Issues affecting work/life balance (for example, flexibility of

hours, telecommuting)
09. Event planning
Source: HR Certification Institute

Module 3: Employee Relations and Communication Section 3.2: Creating a Positive
Work Environment
Introduction
Research shows that when employees work in a positive work environment, with
the right resources to do their job, the result is more satisfied customers and
increased competitive financial performance for the organization. Today,
organizations are turning to HR to create and sustain a workplace culture with
people management practices and initiatives that encourage, recognize and reward
behavior focused on quality performance.
This section examines the following:

 Employee engagement
 Characteristics of a positive workplace culture
Employee Engagement
Employee Engagement versus Job Satisfaction
Employee engagement is defined as ―the extent to which employees commit to
something or someone in their organization, how hard they work and how long
they stay as a result of that commitment‖ (Llyod Morgan 2004).
In contrast, job satisfaction, a term sometimes used interchangeably with

employee engagement, is defined as how an employee feels about his or her job,
work environment, pay and benefits.
Let‘s compare the terms and explore how an employee can be satisfied with a job
without being engaged in the job.
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Work Environment
Satisfied employee: These employees are getting everything they wish: a steady
paycheck, benefits, sick leave and paid vacation. Their workload is fair, and they
like the people they work with. Their actual contribution to the well-being of the
organization in terms of innovation, creativity and productivity is negligible. But
these employees are satisfied.
Engaged employee: These employees are enthusiastic about their work, creative
and innovative. These employees feel camaraderie with coworkers and feel
responsible for the organization‘s success. These employees may show a lower
level of satisfaction for various reasons. But these employees are contributing and
adding value.
The most valuable employees today are those that are both satisfied and engaged.
Levels of Employee Engagement

Engaged employees work harder and are more loyal. Understanding the types of
engagement provides perspective into employee behaviors that can either
positively or negatively affect organizational success. Figure 3-1 describes the
levels of employee engagement.
Level of Employee Description

Engagement
Engaged employees Engaged employees work with enthusiasm and feel a

connection to their organization. They drive innovation and
move the organization toward goals.
Not-engaged Not-engaged employees are essentially unproductive. They

Employees are going through daily motions without energy or
enthusiasm.
Figure 3-1. Levels of Employee Engagement (continued to next page)
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Work Environment
Level of Employee Description

Engagement
Actively disengaged Actively disengaged employees are unhappy at work and are
Employees also busy acting out their unhappiness. Every day, these
workers undermine what their engaged coworkers
accomplish.
Figure 3-1. Levels of Employee Engagement (concluded)

(Gallup, Inc. 2006)
Employee Engagement Drivers

An increased demand for work/life balance and the changing relationship between
employers and employees are driving the need for HR professionals to understand
what employees need and want. The following provides a list of current trends to
consider:
 The needs, wants and behaviors of the talent pool are driving changes in
attraction, selection and retention practices.
 The traditional employee-employer relationships are evolving into
partnerships.
 There is an increased demand for work/life balance programs.
 HR has a greater role in promoting the link between employee
performance and its impact on business goals (Lockwood 2007).
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Work Environment
Engaging Employees across Cultures

While the factors listed above may be universal, to effectively promote
engagement, HR leaders will need to be aware of country, regional and cultural
differences when designing employee engagement and commitment initiatives.
Here are several key drivers for various countries:
 Canada: Competitive base pay, work/life balance and career advancement
opportunities
 Germany: The level of autonomy
 India: Focus on the reputation of the organization as a good employer
 Japan: The caliber of coworkers
 Netherlands: The collaborative environment
 United States: Competitive health benefits
These differences suggest that each country and/or culture has certain factors seen
as important in the workplace (Lockwood 2007).
Identifying Employee Engagement Barriers

Part of HR‘s role is to determine barriers that prevent employees from engaging
in their work. The Gallup organization has identified twelve indicators that link
employee engagement with positive business outcomes and profitability. These
indicators, known as the Q12, describe the twelve key expectations that when
satisfied form the foundation of strong feelings of engagement. These involve
items such as employee expectations of their supervisor, perceived support and
work environment. Gallup explains when employees are engaged, they are more
likely to perform, come to work and add value to the organization (Gallup, Inc.
2008, 2010).
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Work Environment
The Q12 includes the following questions. The answers you receive from your
employees can help you determine what is working and what is not working when
it comes to employee engagement.
1. Do you know what is expected of you at work?
2. Do you have the materials and equipment you need to do your work right?
3. At work, do you have the opportunity to do what you do best every day?
4. In the last seven days, have you received recognition or praise for doing
good work?
5. Does your supervisor, or someone at work, seem to care about you as a
person?
6. Is there someone at work who encourages your development?
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your organization make you feel your job is
important?
9. Are your associates (fellow employees) committed to doing quality work?
10. Do you have a best friend at work?
11. In the last six months, has someone at work talked to you about your
progress?
12. In the past year, have you had opportunities at work to learn and grow?
(Gallup, Inc. 2008, 2010)
Communication Strategies for Engaging Employees

One simple way to improve engagement and productivity is to increase employee
involvement in communication efforts and to provide feedback on the
organization‘s operations and leadership. Here are several examples of strategies
used by other organizations to engage employees through communication efforts.
Employee action committees: HR can help create ad hoc groups of frontline

employees who are trusted by their peers and are comfortable speaking up and
offering their opinions. Members of employee action committees focus on
providing the unfiltered feedback that surveys often don‘t capture.
47
Work Environment
Provide training on two-way communication practices: HR professionals can

help build communication competencies through training and development. For
example, HR can offer training to managers and leaders to help develop skills in
facilitating open-ended discussions, fostering a team-based work environment and
encouraging transparency in the workplace.
Build communication competencies into performance management

expectations: HR can help establish the stage for increased feedback by building
communication competency expectations into the performance management
process. For example, managers can be expected to demonstrate skills in
responding to and acting on direct feedback (Society for Human Resource
Management, Expert: Workplaces Need Continuing Dialogue 2011).
Cross-Generational Communication Strategies
―Companies can use distinct communication strategies to engage workers on a

generational level,‖ advises Mike Ryan, senior vice president of client strategy at
Madison Performance Group, a provider of employee engagement and sales
incentive marketing programs (Society for Human Resource Management, New
Rules of Engagement for Boomers—and Echo Boomers 2011).
Ryan refers to echo boomers as the ―first generation to grow up with computers at
home and were plugged into the Internet revolution from the start. This powerful
generation is now entering positions of authority and is in the unique position of
competing with their ‗parent‘s‘ generation in the workplace,‖ Ryan observes.
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Work Environment
To address this generational shift, management must recognize these differences

and adjust communication practices. ―It‘s all in the positioning,‖ Ryan explains,
noting two practical ways to adjust:
 Managers should partner with the younger generation to help leverage
their entrepreneurial skills, so they can be seen as the enabler for their
success and not an obstacle. Ryan believes, ―Jobs will then take on new
dimensions for Echo Boomers, demanding more of their engagement,
attention and loyalty.‖
 Managers should show workers they are respected and rewarded for their
loyalty. ―Many Boomers are contemplating the next phase in life and might
lose intellectual curiosity—show them that their work is still fascinating,"
Ryan advises. (Society for Human Resource Management, New Rules of
Engagement for Boomers—and 'Echo Boomers' 2011)
Positive Workplace Culture

Organization culture is the characteristic values, traditions and behaviors
employees share. When thinking about your organization‘s culture, you may want
to explore some of the questions listed in Figure 3-2.
Figure 3-2. Workplace Culture
49
Work Environment
Research shows that organizations with a positive workplace culture, combined

with safety and resources, are more likely to have engaged employees.
Consequently, such organizations are more likely to attract and retain the best
talent and to have higher levels of engagement. Some HR initiatives that facilitate
a positive workplace culture include the following:
 Early and effective onboarding engagement
 Trusting environment
 Reward and recognition programs
 Work/life balance programs
 International assignee support
 Friendly workplace environment
We will explore each of these in more detail in the sections to follow.
Early and Effective Onboarding Practices

The practice of onboarding new employees is making headlines across the media.
Few companies give much thought to creating the right onboarding experience,
but studies have shown employees are more likely to stay with an organization
after three years if they‘ve experienced a worthwhile onboarding program.
When HR views onboarding as an opportunity to engage employees from their

first day of employment, HR can achieve the following:
 Assimilate employees into the organization‘s culture, processes and values
 Increase retention through greater employee loyalty and commitment
 Provide employees with the tools to be successful (Society for Human
Resource Management, Managing the Employee Onboarding and
Assimilation Process 2009)
Today‘s forward-thinking organizations are looking beyond the traditional

onboarding approaches and including innovative ways to engage employees from
the start.
50
Work Environment
Trusting Environment
Trust is built on understanding. Leaders can create understanding by clarifying
what the organization wants and what leaders can offer employees. As an HR
professional, you can promote trust in two ways:
 Lead by example.
 Provide managers and leadership with the coaching, training and resources
needed to build trust throughout the organization.
According to Stephen Covey, the author of The Speed of Trust: The One Thing
That Changes Everything, there are thirteen common behaviors of trusted
leaders around the world:
 Talk straight.
 Demonstrate respect.
 Create transparency.
 Right wrongs.
 Show loyalty.
 Deliver results.
 Get better.
 Confront reality.
 Clarify expectation.
 Practice accountability.
 Listen first.
 Keep commitments.
 Extend trust.
Remember that the thirteen behaviors always need to be balanced by each other
and that demonstrating behaviors in the extreme such as ―talk straight‖ can be
viewed as a flaw (Society for Human Resource Management, How the Best
Leaders Build Trust 2009).
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Work Environment
Reward and Recognition Programs

Reward and recognition programs can facilitate a positive workplace environment
and, hence, a strong engagement between the employee and the organization. For
a program to be effective, however, it must create value. Creating value means
that the recognition or reward must directly link to a performance component, or
it will be insignificant. Consider the questions in Figure 3-3 before implementing
a rewards program.
Figure 3-3. HR Considerations for Reward and Recognition Programs
The types of recognition and reward programs are endless. The following describe
only a few of the many ideas used across organizations today.
Spot awards: Spot award programs recognize employees on an impromptu basis

for their effort or achievement. This award can be presented right away when a
manager notices an employee doing something worthy. Spot awards can be
presented at larger meetings, so the employee can be recognized by peers.
Team achievement awards: Team achievement awards recognize teams that

have completed a special project, met a milestone or demonstrated a collaborative
effort.
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Work Environment
Social recognition: Social recognition are informal manager-employee

exchanges such as praise, approval or expressions of gratitude for good
performance. For some managers, praising employees is a natural part of their
employee interaction. For other managers, this may not be part of their
management style and may require coaching and development.
Financial incentives: Financial incentives provide employees with a monetary

gift in recognition of their achievements. Financial incentives can include gift
certificates, cash rewards, merchandise and variable pay.
Nonfinancial incentives: Nonfinancial incentives provide employees with an

award not tied directly to a financial gain, such as work/life benefits, thank-you
notes, special award ceremonies, lunches with an organizational leader, bouquet
of flowers or even an office with a window.
Cross-Cultural Considerations
What is considered a reward in one culture may be considered distasteful in

another. For example, in Japanese and Scandinavian cultures, selecting an
individual employee for recognition is problematic and may result in
demotivation. With cultural guidelines in mind, global HR professionals may
choose from a variety of nonfinancial recognitions, including the following:
 Assignment to project teams or global task forces that provide
opportunities for greater visibility within the organization, exposure to
other parts of the organization and skill development
 Allowing employees more autonomy and self-direction in their work
assignments
 Opportunities to supervise other employees or to try different jobs
 Access to a high-performer development program
 Enhanced job tools or resources such as subscriptions to professional
journals
53
Work Environment
Creating Reward and Recognition Programs
When creating rewards and recognition programs, follow these five guiding
principles:
 Align rewards and recognition with your organization’s goals and
values: Rewards and recognition are most successful when they are
aligned with the organization‘s stated mission, vision, values and goals. If
employees see a clear connection between what management says is
important and what is actually rewarded at work, the reward will hold a
greater value.
 Be sincere and simple: Be sure that the recognition and awards are
appropriate for your culture and that the message is honest and sincere.
One of the easiest and most effective ways to show appreciation is through
a thank-you note.
 Ensure the meaning matches the effort: An employee who recently
closed a million-dollar deal may not feel appreciated if he or she receives
a coffee mug. Beware of canned incentive programs. Organization
cultures differ greatly, and what works in one environment may fail in
another. The reward must be meaningful to the individual receiving it.
 Adapt the program when necessary: Certain groups of employees may
not be motivated by all of the organization‘s incentives. For example,
some employees may value a cash award, while others would place a
greater value on time off from work. Consider a variety of incentives and
recognition opportunities in order to meet the varying needs of the
workforce.
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Work Environment
 Provide relevancy: Determine what behaviors to reward and then reward

them consistently. Be specific as to why the reward is being given and the
value the effort has on the organization.
 Act in a timely manner: Recognize and reward soon after the desired
behavior. This strengthens the link between the employee‘s action and the
result to the organization. (Society for Human Resource Management
2005)
Assessing Your Organization’s Level of Appreciation
Teresa A. Daniel and Gary S. Metcalf, in their paper Fundamentals of Employee

Recognition, suggest organizations assess how well they are doing when it comes
to employee recognition by assessing their performance answering the following
questions:
 Does our organization show employee appreciation every week?
 Does our organization measure what we reward and reward what we
measure?
 Does our organization compete between teams for incentives?
 Are employees able to select some of their project work?
 Does our organization reward on most of our organizational values?
 Do employees see our recognition and rewards as valuable?
 Do peers recognize and reward others?
 Does our organization recognize small accomplishments as well as large
accomplishments? (Society for Human Resource Management 2005)
If you answered No for the majority of the questions listed, you should reconsider
ways in which you can offer meaningful programs within your organization.
Providing Feedback from Managers to Employees
Receiving specific feedback from a manager helps employees assess personal

performance. Feedback can also clarify how an organization operates and its
55
Work Environment
expectations for future goals. A lack of feedback can cause an employee to

become anxious and to look for another job.
Obtaining feedback across geographic areas presents certain challenges:  In

virtual organizations, employees and leaders may be separated physically.
Opportunities for seeking feedback may be fewer, and misunderstandings
through e-mail and voice mail may increase.
 In complex and technical organizations, leaders may not have sufficient
expertise to deliver meaningful feedback. Consequently, they may devise
ways to secure third-party feedback from a respected source.
To help determine the most effective form of feedback, managers should

understand the communication patterns seen across different cultures. Figure 3-4
outlines different communication patterns and how these patterns translate into
styles of feedback.
Communication How Communication Patterns Translate into Styles of

Patterns Feedback
 Relies on implicit communication
High context
 Appreciates the meaning of gestures, posture, voice and
context
 Relies on explicit communication
Low context
 Favors clear and detailed instructions
 In a conflict or with a tough message to deliver, favors getting
Direct
your point across clearly even at the risk of offending or
hurting
 In a conflict or with a tough message to deliver, favors
Indirect
maintaining a cordial relationship at the risk of
misunderstanding
Figure 3-4. How Communication Patterns Translate into Styles of Feedback

(continued to next page)
56
Work Environment
Communication How Communication Patterns Translate into Styles of

Patterns Feedback
 Displays emotions and warmth when communicating
Affective
 Establishes and maintains personal and social connections
 Stresses conciseness, precision and detachment when
Neutral
communicating
 Observes strict protocols and rituals
Formal
 Favors familiarity and spontaneity
Informal
Figure 3-4. How Communication Patterns Translate into Styles of Feedback (concluded)
(Rosinski 2003)
Another significant challenge, especially for organizations with a global presence,

is cultural diversity. Cultural differences can affect the degree of need for
feedback and inhibit employees from seeking necessary feedback.
M. F. Sully de Luque and S. M. Sommer, in the article The Impact of Culture

on Feedback-Seeking Behavior, propose that feedback-seeking behavior was
influenced by four dimensions of cultural variability:
 High/low status: Feedback seeking by a subordinate might be perceived
by a supervisor as an insult that causes loss of face. In these cultures, peer
feedback may be more practical.
 Specific/holistic: Supervisors in holistic cultures may be reluctant to
deliver feedback that might damage the harmony of the employee
relationship. Employees from specific cultures are more likely to
compartmentalize their request for feedback and direction and not see it as
a loss of face.
 High/low tolerance for ambiguity: Employees in a culture with low
tolerance for ambiguity need feedback in order to allay anxiety.
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Work Environment
 Individualism/collectivism: This dimension of cultural difference affects

whether the individual or the entire group will be singled out for feedback.
Some researchers also believe that individualist cultures prefer positive
feedback while collective cultures prefer information about mistakes
(Sully de Luque and Sommer 2000).
The reward programs developed by HR should accommodate these special needs

and allow local operations to adapt systems to their cultural requirements.
Work/Life Balance Programs

As patterns of work continue to shift in response to the demands of production
and trade in the global economy, major challenges have arisen. Demands on
employees are changing, which means an increase in competition for jobs and an
increase in work pressures. Employers are also affected by global competition and
face a myriad of national and international policy and law. For both employee and
employer, there is a struggle to find a balance between work and personal life
without diminishing productivity and profits.
Work/life balance programs can strengthen the engagement between the

employee and the organization. HR is often navigating work/life balance
decisions for an organization and working with leaders to determine which
programs support the well-being of employees and also provide a return on
investment.
Figure 3-5 provides a list of options that are often categorized as work/life
balance programs.
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Work Environment
Work/Life Examples
Balance
Programs
 Banking service  Grocery services
Convenience/
 Dinners-to-go program  Referral services for
concierge
 Dry cleaning and laundry household needs (e.g.,
services
service plumbing, electrical)
 Subsidized cafeteria services
 Career development and  Resources and referrals for
Employee
coaching education
assistance and
 Employee development  Retirement planning
employee
courses  Time management training
development
 Financial planning  Tuition assistance program
programs
 Legal assistance
 Mentoring
 Resources and referrals
for counseling
 Adoption assistance  Eldercare assistance
Family
 Backup (emergency) child  Long-term care for
assistance
care program extended family members
programs
 Child care assistance  Parenting resources and
seminars
Figure 3-5. Examples of Work/Life Balance Programs (continued to next page)
59
Work Environment
Work/Life Examples
Balance
Programs
 Flexible work hours such  Telecommuting
Flexible work
as flextime. Flextime  Variable workweek,
arrangements
allows employees to which is sometimes
choose starting and called a compressed
ending hours but typically workweek. A
must be present in the variable workweek
office during core periods, allows employees to
such as 10 a.m. to 3 p.m. work longer hours
 Job sharing, which allows over fewer days.
two employees to share
the workload of a single
job.
 Part-time employment
 Disease management  Smoking-cessation
Wellness
program program
programs
 Fitness benefits or  Weight management
workplace fitness program
program
 Maternity and paternity  Self-funded leave
Leave of absence
leave program
 Commuting program  Ergonomics program
Miscellaneous
 Employee affinity groups  New mothers‘ rooms
 Employer-sponsored  Public transportation
discounts assistance
Figure 3-5. Examples of Work/Life Balance Programs (concluded)
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Work Environment
Implementing Work/Life Balance Programs across Cultures
Several factors influence the benefits an organization offers in different countries.

Primary factors include the following:
 Laws: Are there laws governing work/life program offerings?
 Labor relations: Do labor contracts specify work/life provisions for
workers?
 Organizational culture: Is the organization family friendly? Are there
expectations of long hours of work for career progression?
 Maturity of the organization: Is the organization in a start-up phase or
established with the capabilities to support work/life initiatives?
 Market practice: What work/life benefits are necessary to be competitive
on a local and global scale?
International Assignee Support

The profile of the international assignee is often made up of long work hours,
frequent international travel, difficult communications across time zones, working
during vacations and disruption in family life. Unfortunately, these types of
situations often lead to failed assignments, an early return home for the assignee
or his or her transfer to another employer. With so much at risk, support for
international assignees is critical and can strengthen the engagement between
employees and the organization‘s HR department (Society for Human Resource
Management, Managing International Assignments 2009).
In the paragraphs to follow, we will assume the assignee has completed pre-
departure training and preparation, and we will focus on ways to support
assignees while on assignment.
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Work Environment
Managing Culture Shock
Culture shock may be most significant several months after the employee begins
the assignment. In some cases, family members are most affected. Providing
spousal and family support can minimize family stress and enhance the assignee‘s
productivity. Spousal support may include the following elements:
 Examining personal strengths
 Managing change
 Examining cross-cultural values
 Creating goals, both personal and professional
 Maximizing host country activities and resources
Communication Abroad
Maintaining consistent communication with the assignee throughout the

assignment will greatly reduce feelings of isolation and abandonment. Use the
various communication channels to support dialogue and information sharing.
Communication options include the following:
 Organization Intranet
 Employee website
 Virtual meetings
 Teleconferences
 E-mail
HR Support for Daily Living Tasks
Daily living activities such as banking and finding housing can become
burdensome for international assignees. HR can assist and work with managers to
ensure that assignees are not overwhelmed with work responsibilities while
orienting to their host country. Figure 3-6 provides a checklist to help the assignee
and HR prepare for daily living tasks and to determine which tasks HR can assist
the assignee in completing.
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Work Environment
Figure 3-6. Checklist for HR Support
Repatriation
Repatriation refers to the process of reintegrating an employee back into the home
country after an international assignment. Preparation should begin at least six
months prior to the return of assignees and their family and may include
counseling, reverse culture training and career coaching.
HR may want to provide special recognition through newsletters, e-mail or at

organizational events. This attention shows assignees they are valued and also
reinforces the value placed on the international experience.
In addition to the emotional considerations for repatriation, there are tasks related
to relocation decisions and benefit changes. HR should identify any gaps before
assignees begin their next assignment and manage these tasks for a smooth
transition.
63
Work Environment
Creating a Friendly Workplace Environment

Esprit de corps is a concept meaning a common spirit of camaraderie,
enthusiasm and devotion among the members of a group. Think about your own
work environment. Is there a spirit of enthusiasm? If not, are there ways in which
you can create a friendly workplace environment?
According to Adrian Gostick and Chester Elton who wrote The Orange
Revolution, ―If people are having fun together, they‘re going to work harder, stay
longer, maintain their composure in a crisis and take better care of the
organization. And that leads us to one of the ways great teams succeed: They
lighten up and enjoy the process‖ (Gostick and Elton 2010).
There are ways in which HR can incorporate an esprit de corps throughout the
workplace. Your workplace culture, budget and the goal of the events will drive
what works. Here are several ideas according to Gostick and Elton:
 Provide an on-site gym where employees can interact as well as exercise.
 Sponsor trips and events such as attending football games, group picnics,
and sponsored organization outings.
 Nominate colleagues for special recognition.
 Include ―employee of the month‖ awards for outstanding performance.
 Send e-cards to recognize who colleagues demonstrate organization
guiding principles and core competencies.
 Send a balloon bouquet for a special event.
 Allow an employee to use a coveted parking spot for a week. (Gostick and
Elton 2010)
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Work Environment
Event Planning
As an HR professional, you may be tasked to organize and plan an organization

event. Whether it is a holiday party, luncheon or employee recognition dinner,
you will want to plan for safety and success. Regardless of the event, ask yourself
these questions to help guide your planning efforts:
 Would the theme or timing of the event offend employees?
 What is our organization‘s policy on serving alcohol?
 What are we trying to accomplish with the event?
 Does the event support our organization‘s values?
 How can we promote employee involvement in the event-planning
process?
 What liabilities, including safety, should we evaluate when planning this
event?
 Is this event supported by organizational leaders?
 What is the budget for the event?
65
Work Environment
Practice Questions
Directions: Choose the best answer to each question.
1. Which of the following describes an actively disengaged employee?

a. Shows enthusiasm about work and is creative and innovative
b. Works with passion and feels a profound connection to the organization
c. Goes through the motions of the work day, putting time but not energy or passion
into work
d. Unhappy at work and busy acting out his or her unhappiness
2. What is the goal for Employee Action Committees?

a. To provide unfiltered feedback that surveys often don‘t capture
b. To foster a team-based work environment
c. To develop skills in responding to and acting on direct feedback
d. To provide senior management with information about employee activities
3. How do early onboarding activities contribute to an organization‘s success?

a. Allows HR to process benefits information more efficiently
b. Provides employees with the tools to be successful
c. Allows employees to determine if they have made the correct decision to accept
the position
d. Offers managers time to get to know the new employees
4. What are two ways HR can help build a trusting environment across an organization?
a. Talk straight; provide senior management with information about employee issues.
b. Lead by example; provide training and coaching to managers and leaders on
building trust.
c. Confide in employees; schedule weekly meetings for employees to share concerns.
d. Encourage employee feedback; consistently share organization news.
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Work Environment
5. When should you begin planning for repatriation?

a. As soon as the international assignment begins
b. As dictated by the assignee
c. Approximately four weeks prior to repatriation
d. Approximately six months prior to repatriation
6. If an employee views feedback from a subordinate as insulting, what is a practical

alternative?
a. No feedback at all
b. Feedback provided by peer
c. Feedback collected through a survey
d. Feedback from the employee‘s manager only
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Work Environment
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Work Environment
Practice Question Answers

1. d
2. a
3. b
4. b
5. d
6. b
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PHRi MODULE 3

EMPLOYEE RELATIONS AND COMMUNICATIONS

Professional in Human Resources – International (PHRi)

© 2016 International Human Resource Certification Institute

This section covers the following information from the

Behaviors: 01. Communicate information to the company about HR policies and

03. Collect information about employees‘ work experiences by

05. Respond to employee‘s questions or concerns about workplace

07. Maintain regular communication with employees (for example,

Source: HR Certification Institute

What‘s missing from your planning? A communication strategy is missing from

This section examines the following:

 Methods for communicating

Communicating with Employees

HR is often responsible for managing the flow of critical information throughout

Benefits of Effective Communication

Research shows that organizations that communicate effectively with their

The study included 328 organizations worldwide that represented 5 million

In addition to financial advantages, communication strategies can create a culture

Effective Communication Ineffective Communication

Figure 1-1. Effective verses Ineffective Communication

Elements of an Organization-Wide Communication Strategy

Organizational leadership should set the tone for organization-wide

An organization-wide communication strategy should be adaptable and include a

Figure 1-2. Elements of a Communication Strategy

Everyone in the organization has a role in making a communication strategy

colleagues. Both leaders and managers should be coached on their role in

In addition to training, HR may have other responsibilities when it comes to its

Employees also play a major role in a communication strategy and have a

Developing Your HR Communication Skills

 Address the difficult issues in an honest and concise manner. Problems

 Select the appropriate method to deliver the message. Carefully

 Praise in public; reprimand in private. People appreciate recognition.

 Be honest. To be honest you need to be able to determine the truth and to

 Communicate on a regular basis. Communication should be part of a

Know Your Audience

 Audience 4: Employees not impacted

Audiences may have differing perceptions and expectations when giving or

What Does HR Need to Communicate?

Benefits Holiday calendar Emergency plan

Organization‘s goals and Employee surveys New employee orientation

Organization‘s values Rewards system Employee news

Organizational policies Employee handbooks Community involvement &

Organizational initiatives Safety and security Employee programs

Figure 1-3. HR Topics for Communication

Employees should be considered consumers of benefits, and communications

There are a variety of ways HR can communicate benefits information to

Communicating Financial Information

Education Conducted by Third-Party Providers

organization (Society for Human Resource Management, Benefits Choices:

Communicating an Emergency Plan

 Identify who your constituents are in an emergency. Include clients if

 Identify the kinds of information and resources your constituents need in

 Assess how you would react to restricted access to your workplace.

 Talk with other organizations in your industry or geographic area, and

 Identify information that constituents would need in an emergency.

Leveraging Technology to Communicate During an Emergency

Internet-based communication tools such as e-mail, instant messaging, online

Telephone Notification Chain

If your telephone service is still working, activate a telephone notification chain,

A hotline, also referred to as an automatic signaling service, is a communication

For more information on ways to communicate HR topics, please see Managing

There are numerous renowned models describing the communication process.