There is a great disparity in the internal organization’s communication between what the organization’s employees are supposed to know and the capability of the organization to effectively give out that information. The disparity has come about because of the changes that have emerged in the workplace, overload in the quantity of information as well as a result of the workforce that is so much diversified, and because of globalization.
However, there is a rising need for effective communication with the employees in regard to where the organization needs to go, the programs that have just been set up in the human resource section, and concerning occurrences that may come about like formation about companies merging among others. As the need for information increases, the challenges associated with it also go up and this brings about the widening of the gap.
Therefore, it is the responsibility of the human resource personnel of any organization to make all the necessary efforts to bridge this gap by coming up with the best ways possible to carry out communication within the organization and these ways will give the future direction for the organization. This can be realized by enabling working together of five vital building blocks in order to bring about a fresh communication culture in the organizations.
Essential building blocks for communicating
The brand is the most significant asset of a company. The brand assists in giving a definition of what causes the product of a particular company or its service to be special or perceived to be special from the consumer’s judgment. The brand of a business organization is what plays the main role in enabling it to win a competitive advantage over its competitors. A business organization gives out its brand through its employees and this call for all the employees in the organization, irrespective of the role they play or the level at which they operate, to have an understanding of what gives a definition to the organization’s brand.
However, not many companies commit their time to offer communication concerning their brand promise to the workers in the organization and the way they are supposed to deliver this brand promise. The common occurrence is that the policies of the company together with its procedures are in most cases not in line with the organization’s position in marketing. The most important initiative to be taken by the human resource of any business organization is to engage in playing a vital role of communicating the company’s brand within the company and making sure that the policies within the organization together with the procedures are in line with the promises that are given out to the public outside the company (French, 2002).
The structure of an organization is a way of communicating to the workers on what is of significance to the organization. A chart made by the organization giving an outline of positions in a particular order gives out a very powerful message about what is of significance and what is not.
Very few large business organizations have the position of the director of internal communication. In the case where there is this job, it is normally placed in a position that is junior and regarded as either part of the human resources, or marketing or even attached to the public relations section and it cannot be traced in clear terms on the chart that shows the structure of the organization.
In business organizations that are not large, there can be no giving out of an assignment of internal communication to one senior manager. Yet, it is of great significance, putting in to consideration the raising need for the business organizations to senior level positions to be in charge of communication. This will ensure realization of strategic thinking, accountability, and implementation required to perform the work in an appropriate manner (French, 2002).
The experts in the human resource are very much aware that the most significant point from where the information comes is the manager of the organization. On the other hand, the manager can, in some cases, turn out to be a major obstacle to communication. This comes about because of the power this manager has over what the employees have to hear and observe.
By the managers giving out support to effective communication, this can bring about a great impact on the organization’s capacity to link with its workers. However, several business organizations go on concentrating finances on those tools used for the sharing of information such as email, intranet, etc instead of focusing these financial resources on the managers’ communication competency.
In order to bridge the communication gap, comprehensive training should be offered to the managers. This training should cover all areas beginning from how to go about in complex conversations with customers and employees to issuing a review of the performance and carrying out presentations. By the companies carrying out heavy investment in bringing up knowledge and skills of the people who are in control of communication within the organization, this will enhance successful management of communication in the organization (French, 2002).
The technologies such as the intranet and the email in the current times have turned out to be part of the working lives. However, the studies carried out in recent times indicate that about three out of ten American people do not attempt to access their company’s intranet with the reason that even if they log-on they can not get the information they require or whatever the information they get is so much complicated and it is too hard to use this information.
When it comes to email, this people portray even higher lack of satisfaction with claims that the mails are too many. The other problem is that the managers together with the workers in the organizations rely much on the tools of communication instead of engaging in the direct communication, which is face to face.
These tools of communication were brought about to bring improvement in communication. They are meant, if used in a most appropriate manner, to improve efficiency, accessibility, and flexibility. The companies that are willing to bridge the gap in communication will have to start by changing the intranet system and ensuring that it plays a role of being a tool of information as well as a source of communication. More so, bringing about email protocols and offering training to the workers in the organization will have to enhance the improvement in the manner in which the workers carry out communication among themselves (French, 2002).
Support for communication calls for several things from the senior leadership. One of these things is that some person is supposed to possess the function of communication within the company. This particular person must be in a position to exercise power at a higher level. Another thing is a reasonable amount of money has to be allocated to internal communication if the role played by this internal communication has to turn out to be of great significance.
More so, the leaders in the business organization have to turn out to be role models for the significance of communication. This can be realized through various ways. These ways may include; bringing in to practice open door communication policy, meetings, and a column in the employee newsletter from the company’s manager in the senior-most position among other ways (French, 2002).
In conclusion, business organizations are in the battle of trying to come up with ways of carrying out communication with the employees in the most effective way. If the business organizations are seeking to achieve such things as producing products of high quality, driving towards a common vision, and customer service that is consistent among other things, then it is very crucial to consider the issue of communication with the employees. The business organizations will turn out to be quite successful in the coming few years if they seek to consider the above five discussed building blocks as the vital elements of communication.
French, S. (2002). Communication DNA: Essential Building Blocks for Communicating, Canadian HR Reporter 15, no. 14: 6. Copyright Carswell Publishing.