COMMUNICATION

AUDIT
HRMN 302 6980 Organizational Communication (2178)
By: Maritza Denman
 INTRODUCTION

Oness ability to communicate with their seniors, colleagues,

employees and friends, becomes the ultimate strength and worthy
ability no matter their profession. Workers in the technological age of
social media, must know how to respond and receive messages in
person as well as via phone, email, and social media. With a world of
social media and text message, the question becomes, What Skills are
needed?
 RANDSTAD

Randstad North America is a wholly-owned subsidiary of Randstad Holding nv,

a 20.7 billion global provider of HR services. Through its unique approach of
delivering HR innovation with human interaction at the center, Randstad secures
and manages a workforce of more than 100,000 people for thousands of clients
each week (Histroy, 2017). As a trusted partner in the post-digital world of talent,
Randstad advances the careers and business success of our candidates and clients
through a combination of the best of high-tech and high-touch processes (Histroy,
2017).
 CONTINUED

Randstad was founded in 1960 by Frits Goldschmeding. Since then

we have expanded to 39 countries, representing more than 90 percent
of the global HR services market. They are the second largest HR
services provider in the world (History, 2017).
 SURVEY DESCRIPTION

I conducted a survey that touched on the communication turn around

that dealt with payroll for external staffing of 8,975 active employees. The
challenge for the team is how they receive timecards, inquiries, and
adjustments. Forms of communication can come from the talents, branch
administrators or recruiters. Our rule is to be efficient, pay accurately and
timely as well as meet all deadlines by field.
 H OW T I M E E N T RY, I N Q U E R I E S,
A D U S T M E N T S R E C E I V E D.

Paper Time Card Reports

E-mail with Hours Automated Loads

Time Entry Tool E-mails

Fax Google Hangouts

Scanned Copy Google Sheets

WHO RECEIVED SURVEY

8 Randstad internal
Permanent employees
3 of which were branch
adminstrators
2 Recruiters
3 Billing Analyst
6 out of 8 responded
 TYPES OF QUESTIONS

How Often do you e-mail the Do you call your Analyst?

Time Entry Team? Do you use the google

What is the turn around time hangouts?

for response? Are you utilizing google

sheets?
Do you feel you are getting
the customer service to expect? How often do you e-mail
Payroll team?
 CHALLENGES
DISCOVERED/IMPACTS

Two-way communication Geographically dispersed

Building a Communication audience
Strategy Timing
Training Measuring results
Responding to employee
issues
Communicating "up"
 ANALYSIS
Two-way communication: The need for escalations, meaning can learn
through listening about issues or concerns before they become formal
grievances or lawsuits.
Building a Communication Strategy: Talents needing consistency in pay,
for them to establish loyalty.
Training: Understanding the appropriate way to communicate, how to
talk to someone or customer.
Responding to employee issues: Not responding to complaints or issues.
Communicating "up: Employees expressing concerns to management.
(Managing Organization, 2015)
COMMUNICATION IS KEY
 HOW TO CORRECT ISSUES

High light key issues, to employees so they understand clients needs.

Establish baseline, so you can measure improvements.

Make sure customer needs are being made.

Leverage communication resources ie. (Google Hangouts, Text

Message)

Drive Accountability.

(Grossman, 2017)
 CONCLUSION

In an organization we can not just assume that we know what is going on among
our team especially when it comes to communication. Communication can be
interpreted in so many ways, and in a world of social media and text messaging, we
need to know how to understand our clients. Surveys help asses our ability to
manage and assist our clients. From the data its important to make sure we address
the issue or it become more costly and realize the value of their time. Give the
clients a chance to talk to upper management, allow lower management chance to
voice concern. Address issues right away and hold people accountable.
 REFERENCE

History. (n.d.). Retrieved October 19, 2017, from

https://www.randstadusa.com/about/
Managing Organizational Communication. (2015, December 11). Retrieved
from https://www.shrm.org/resourcesandtools/tools-and-
samples/toolkits/pages/managingorganizationalcommunication.aspx
Grossman, D. (n.d.). 7 Ways to Help Fix Poor Communication in the Workplace.
Retrieved October 22, 2017, from http://www.yourthoughtpartner.com/blog/7-
ways-to-help-fix-poor-communication-in-the-workplace