Participate in Workplace communications

Communicating information
Workers must be able to communicate information to work effectively. Information is communicated in two directions - sometimes
you receive information and sometimes you convey it. You communicate regularly with your employer or supervisor and your co-
workers. You might also communicate with customers and suppliers, contractors, local government employees, or other people
from outside your workplace.

Gathering information for work

Every day, you have to gather information that you need for your work. Some information comes from your supervisor, co-workers,
clients, suppliers and other people you speak with each day. Some information, such as work rosters, vehicle logbooks, or telephone
messages, comes in written form. You might also gather information from your own observations by, for example, looking at a rain
gauge, or checking supplies of materials.

Information sources
 Letters memos Plans
 internet websites faxes emails
 newsletters work notes order sheets
 SMS industry magazines

Listening
Quite a lot of information is collected by listening to someone. You can listen to the other person.
• face-to-face
• by telephone
• by radio.

Observing
-You can also collect information by observation. 'For instance you might:
 count items of stock
 check the condition of equipment or livestock
 check a thermometer, vermin traps, a fuel gauge
 watch a TV program or DVD.

Recording Information
Workplaces rely on large amounts of information from many different sources to operate effectively. Most of that information is
recorded either manually (on paper) or electronically (on computer). Work schedules, product catalogues, orders and receipts, time
sheets and memos are all examples of written information, or records, found in most workplaces.
Locating written information
Before you can use records, you need to know where to find them. Written information may be located in:
• computer databases • filing cabinets
• shelving • drawers
• counters • pin boards or whiteboards.

Organising written information

Records need to be kept in the same place all the time so that everyone knows where to get them when they want to use them. It
would very frustrating to find that the vehicle logbook was not in the truck as it should be, or that someone had moved the order
book just when you needed it to answer a customer inquiry.

Sometimes many records are kept together in one place, such as in a filing cabinet. They are often organised in alphabetical order
so that they are easy to find. There are many ways to organise records, so you must use the method preferred in your workplace.
Records stored together must be replaced in the correct order to make it easy for everyone to find them. Some records are only
needed for a short time. Eg A message telling you to collect a parcel from the post office can be thrown away afterwards, and the
social club newsletter can be replaced on the pin board when the new one arrives.

Recording information accurately and legibly

Written information is only useful if it is accurate and legible. A great deal of time and effort can be saved in the longer term if you
take care to check that the information is correct before you write it down. If your handwriting is not very clear, it might be better to
print the information so that it can be easily read.

Communicating with people in the workplace

Communicating courteously and clearly

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An important part of your job is to pass on information to other people. Lots of messages and instructions that you receive in
person, or by telephone or radio, have to be passed on to someone else. You could use the phone or a written note to pass on the
information, or you could speak to the other person face to face.
Much of the time you will be communicating with co-workers or your supervisor, but you might also have to talk to clients. Anyone
that you provide with a product or service is your client. You can have both internal and external clients. Internal clients are the
people you deal with in other sections of your workplace. External clients are customers, suppliers, industry bodies, government
employees, contractors or anyone else in your industry network.
There is good reason for you to communicate courteously and clearly with all these people. You have to get along with the people
at your workplace, and you can do that better if you treat them with respect and help them as much as you can. When you are
dealing with people from outside your workplace, you are representing your employer and you need to present a good image.

Communicating face to face

Communicating face to face with other people involves:
 speaking observing
 listening being observed

When you are face to face with another person, you don't just hear the words they say - you also hear their tone of voice, see what
they look like and watch how they behave. At the same time, they can hear, see and watch you.

Observing and being observed

Would you be convinced by the advice of safety inspector who forgot his hard hat and steel-capped
boots? Would you want a sandwich made by a lunch bar attendant with filthy hands and clothes?
Your personal presentation dress and hygiene all contribute to the impression you make on others.
Appropriate personal presentation demonstrates your respect for yourself, your employer, and the
people you interact with through your work.
Make sure your clothes are suitable for the work you do. If your work calls for personal protective
equipment, make sure you wear it. In some jobs you will need to cover long hair and jewellery.
You should be neat, clean and well groomed for a job that involves personal contact with others -
especially the general public.

People also notice 'body language'. The way you use your hands, your posture and the expressions
on your face are all examples of non-verbal behaviour that you can use to get your message across.
When you are face to face with someone, you pick up a lot of information from their non-verbal
communication. Some people can be very quiet, yet still show aggressive body language. They
might have a pained look on their face, they might look tense, or they might shake with anger. You
interpret as much from their mannerisms and gestures, tone of voice and level of eye contact, as
you do from their words

Choosing the right way to share information depends on the needs and interests of the other person, not just on what you want to
say. When sharing information:

DO DON'T
 stand or sit up straight • slouch
 make eye contact • look around
 smile and greet the other person read the newspaper & pretend you haven't noticed anyone
 listen and observe carefully • interrupt or be distracted
 speak clearly • mumble
 get straight to the point. • waffle.

Listening
Listening is more than hearing, and it requires some effort. It involves nonverbal communication as well. When people are giving
you instructions, you need to listen carefully so that the job is done safely and accurately. By being a good listener, you will follow
instructions more accurately and reduce the risk of accidents.
As a listener you should:
 listen for people's feelings
 show you are listening by the answer you give
 use non-verbal means to encourage the speaker to continue.

Speaking
A lot of workplace communication involves asking questions or responding to inquiries. To get the answers you want, you have to
ask the right questions. Be specific about what you need to find out so that the other person understands clearly. If you need to ask a
number of questions, it will help you to remember them all if you write them down first. Speak slowly and clearly so that you are
heard and understood the first time. The other person must be able to pay full attention to what you are saying, so choose a time that
is mutually convenient. If you need to know the answer urgently, you might have to interrupt. Just make sure you explain that it is
important. Before you ask a question of anyone, think about.

what exactly you want to know What is the best way to ask what is the best time to ask.

Responding to inquiries
Be sure to use your listening and observing skills when someone asks you a question. Pay attention to the persons tone of voice,
facial expression and gestures - your observations will help you to decide what you need to explain.

For instance, if you are asked 'Where is the instruction manual? - should you explain:

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  Where it is kept (the person doesn't know where to look)?
 Why it is not in its usual place (the person is angry that it is not where it should be)?
 Why you are not using the instruction manual (the person thinks you should be using it)?

If you still don't understand what the person is asking, say so right away. Once you are sure about the question, answer it promptly
and concisely. Long, complicated answers waste time and confuse the issue. If you need to supply more information, you will be
asked for it.
Often your response will take the form of an explanation. For instance, you could be asked how to do something, how to get
somewhere or how something works. An explanation takes some thought. You must not only provide the facts, but you must do so
in a way the person can understand. That could mean speaking slowly, using words that are familiar to the other person, and
perhaps making a drawing or map.

Communicating by telephone or radio

The procedures for telephone and radio communications are very similar because they both rely solely on speech. It is more
difficult to communicate when you can't see how the other person is responding, so you need to be well prepared. You will feel
much more confident if you are prepared -especially if you have to speak to someone you don't know.

Because you are representing your workplace or section, you should know some basic facts about it. You should know:
 what services or products you provide
 the main sections of your business and what they do
 the approximate number of people employed
 workplace guidelines and policies for matters you deal with.

Whenever YOU are speaking to clients you should:

 be discreet
 don't discuss internal workplace problems
 accept responsibility for handling the call
 if you can't help the caller, offer to find someone or some way to help
 don't blame someone else for problems or difficulties
 stay calm and cool.

Making calls
List the calls you have to make in order of importance and make a checklist for each one . The check list should include items such
as:
 the name of the person you are calling
 the section where the person works (in case there's another person with the same name)
 the extension number
 the reason for calling
 how to address the person
 What you want to know
 What you want done
 When you want the information (or delivery etc)
 how you want the job done.

Receiving calls
You should also be prepared for receiving calls. Always:
 have a pen or sharpened pencil and a message pad ready
 answer the call promptly
 greet the caller with a pleasant voice
 identify your business and section, and yourself
 write down the caller's name
 find out all the information

Giving and following instructions

Good instructions are simple, logical and clear.

Learning a new skill
Instructions can be used to teach someone a new skill. These are the 5 steps to learning a new skill:

 be introduced to the skill

 get to know it
 try it out
 get feedback on how you're going
 apply the skill.

Clarifying instructions
You will often have to follow instructions and then pass them on to someone else. Sometimes the person giving the instructions
doesn't follow the five steps described earlier. This is when you should ask questions to find out how you are going or to clarify
what the instructions are.

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Written instructions
Written instructions should.
• 'be clear, exact and logical
• be set out in the order in which they have to be done
• be set out in small, manageable steps
• have space between the steps to show that they are separate
• explain what to expect at each step
• be written to suit the person who will read them
• be free of jargon and unnecessary technical terms
• include advice on safety and troubleshooting.

Working in groups
Work groups
Many workplaces set up groups of workers to perform a certain job or achieve a particular
goal. The work group may be split up afterwards or given a new job or goal. The people who
make up the group may all be from the one section of the business with similar skills and
qualifications, or they may be from different sections.
Work groups can be set up for many different reasons. They could work on:
 shutting down equipment for annual maintenance
 organising a revegetation program
 revising OHS guidelines
 planning a special event

Your group discussions

When people come together in groups they bring many different ideas, experiences and skills. Working in groups fosters initiative,
tolerance and trust.
Work groups can:
• share information
• solve problems
• make decisions
• accomplish tasks.
For work groups to be successful, people have to communicate and cooperate.

Here is an example of how a work group can communicate and cooperate effectively.

A group meets with the supervisor every Monday morning to work out the jobs for the coming week. At the start of the meeting, the
supervisor tells the Workers the goals for the week. He encourages them to join in. As they prioritise the tasks and allocate them,
they have a chance to discuss any problems.

For more serious problems, he lets the group brainstorm possible solutions. They often come up with quite novel solutions by
working together. They feel more committed to these ideas too, because they have discovered and discussed them as a group.
The supervisor encourages everyone to join in the discussion without letting anyone take it over. He makes sure they keep on track
and on time.
He listens to what the employees say and he encourages them to listen to each other. He accepts their views and is concerned about
their problems. He considers their ideas and gives them feedback on their suggestions. At the end of the meeting he asks one team
member to write up the decisions.

Structuring meetings
Meetings need a structure. Without structure, the discussion usually takes far too much time without reaching any firm decisions.
An agenda is used to give some structure to a group discussion. An agenda lets people know what the meeting will be about so that

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they can think about it before they come. It makes sure that everything necessary is included for discussion and nothing gets
forgotten at the meeting. During the meeting, it keeps the discussion on track.
Formal meetings
A typical agenda for a formal meeting includes the following items:
• opening
• welcome and apologies
• minutes from the previous meeting
• business arising from the minutes
• correspondence, inwards and outwards
• business arising from the correspondence
• 'reports - financial and subcommittees
• general business
• other business
• date, time and place of next meeting
• close.

Informal meetings
Informal meetings also need an agenda, although it might be much simpler than the one shown above. It should include
opportunities to discuss:
• the purpose of the meeting
• What has happened so far
• What problems still need to be addressed
* how the work group will achieve its goals.

Obligations of work group members

As a member of a work group, you have an obligation to:
• attend meetings
• participate to the best of your ability
• behave courteously towards other members of the group
• comply with meeting decisions
• carry out instructions decided at meetings
* keep sensitive matters confidential.

If your obligations are not obvious or clear, you should ask your supervisor or co-workers for advice.

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Types of communication

Assertive communication is that which is open, direct and honest. When communicating assertively you state your personal view
without attacking or blaming others. Assertive communication respects the feelings and values of others. It does not try to compete
by "scoring points" off others in the team. The message assertive communicators give is "'I'm OK, you're OK'.

Some people confuse assertiveness with aggression. Aggressive communication occurs when the speaker attacks the other person or
tries to promote themselves at the other's expense. The message aggressive communicators give is " I'm OK, you're not OK". Other
people retreat from stating clearly what's on their minds and will agree with the group rather than express a different opinion.

Non-assertive communicators tend to feel "hardly done by" and often feel angry and resentful towards others. The message they
project is -You're OK; I'm not OK".

Assertive communication Aggressive communication Non-assertive communication

Style  clear, honest,  verbal abuse  withholds opinion

 direct open  name calling
Communication  one-upmanship"
 listens attentively to  win at all costs
others  does not listen to others
loud voice
 does not share ideas
 agrees with others without
expressing a personal
view

Nonverbal signs  eye contact  sarcastic tone avoids eye contact

 relaxed posture
 smiles, nods when others
speak
 speaks in a friendly
 tone
 finger pointing quiet voice closed posture
 table thumping etc.
 angry/ tense expression

Underlying value respects others ideas and
opinions
enjoys communicating with
others
"I'm OK; you're OW'
does not respect others
opinions and ideas
enjoys power over others
"I' In OK; you're not OK"
believes other people’s ideas
are better than their own
feels threatened by open
communication
'You're OK; I'm not OK"

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WORKING IN TEAM ENVIRONMENT

A team environment is one in which brainstorming, collaboration and joint projects are the norms. This type of dynamic
can be beneficial and rewarding if everyone communicates well and pulls their weight. Working effectively in a team
environment requires tact, patience, and a willingness to work in concert with your colleagues.
Get Into the Right Mindset
When you work independently, you typically set your schedule, tackle projects in a manner that suits your preferences, and are
solely responsible for outcomes. In a team environment, ideas are shared, workloads divided, and group consensus is required to act
effectively when determining project scope and direction. Understanding and committing to this group dynamic puts you in the
right frame of mind for a teamwork environment.
Agree to Agree
Teams are expected to produce results, so team members must all be on the same page when it comes to common goals and
objectives. Effective approaches involve an identified project, an agreed-upon agenda of work, and a division of labor. It is often
helpful to designate one member of the team as the group leader to facilitate organization and provide direction.
Be Respectful of Each Other
You’re never going to agree with everyone in a team environment. However, it’s important to be respectful of others' opinions and
to recognize that in a group, there is not one single right way to approach a project. Raise legitimate questions or concerns, but
don’t belittle colleagues or call them out for what you consider to be bad ideas. It's majority rule in most team environments, so
chances are if an idea is off base, others in the group will speak up as well.
Don’t Be a Slacker
Even when specific roles and responsibilities are assigned to team members, there’s going to be some overlap. Someone will work a
little more and someone will work a little less than the others. While you shouldn’t jump in to pick up every dropped ball on a
project, make an effort to contribute at 100 percent, meet deadlines, and be willing to lend a hand to advance the team’s initiatives
when needed.
Don’t Gossip About Others
Gossiping about team members only leads to a sense of distrust, which can potentially derail the good work you’re trying to
accomplish. If you have a problem with a team member, discuss it privately or involve your team leader. Don’t segregate into
smaller groups within the team. This action only fragments efforts and creates an uncomfortable and unproductive working
environment.
Recognize the Contributions of Others
There’s no “I” in team, but that doesn’t mean members don’t like to be singled out for their positive efforts and contributions.
Acknowledge the work of others and express your appreciation for their creativity and insight. It infuses the team with enthusiasm
and creates a sense of camaraderie that is valuable as you work collectively as a unit.
An environment of teamwork has the potential to produce exceptional results, as well as provide dynamic and interesting work
experiences. Approach this type of opportunity with tact, diplomacy and professionalism to ensure optimal results.

PRACTICING CAREER PROFESSIONALISM

Professionalism is the conduct, behavior and attitude of someone in a work or business environment.   A person doesn’t have to
work in a specific profession to demonstrate the important qualities and characteristics of a professional.   Professionalism leads to
workplace success, a strong professional reputation and a high level of work ethic and excellence.
Here are 12 ways you can develop and practice professionalism:
1. Be productive
Use your time productively at work.  Focus on your job responsibilities and avoid getting pulled into social media, web
browsing and phone activity while on the clock.
2. Develop a professional image
Project a professional presence and dress appropriately for your industry and organization.  A good rule of thumb is to
dress in the position you aspire to have.
3. Take the initiative
Ask for more projects to be given to you or think of assignments that will meet your organization's goals.  You don’t want
to be under-utilized.
4. Maintain effective work habits
Prioritize, plan and manage your assignments and projects.  Follow up and follow through with your supervisor and team
members.
5. Manage your time efficiently
Establish priorities, set goals and create action plans to meet deadlines.
6. Demonstrate integrity
Be accountable for your work and actions while behaving ethically at all times.
7. Provide excellence
Produce work and results that reflect a sense of pride and professionalism, often exceeding expectations.
8. Be a problem-solver
When you run into problems and obstacles take the time to brainstorm a few solutions and alternatives before you meet
with your supervisor.
9. Be resilient
Develop coping skills to manage setbacks and challenges with a positive and constructive attitude.
10. Communicate effectively
Practice professional on-line, in person and interpersonal communication skills.
11. Develop self-awareness
Learn to manage your emotions and gain awareness of your emotional triggers so you can manage your reactions positively
and productively.  Accept and reflect on feedback to assist as you learn and grow.
12. Build relationships
Network with colleagues, customers and clients to build professional cordial relationships, work on teams and collaborate
effectively.

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