Ask employees for their views on how best to implement needed changes. This creates a positive feeling in the workplace, even if the changes are not welcomed by all. The reverse is also true. Failing to communicate upcoming changes results in a negative perception, creates disengagement, and makes those changes tougher to embrace.
By Carmine Gallo
According to Opinion Research (IUSA) in Princeton, N.J., a firm that has conducted research for about 60 years, what annoys employees more than anything else is poor communication. And unhappy employees can do more damage to your business than you might imagine. Opinion Research practice director Terry Reilly says that beyond delivering shoddy customer service, disgruntled employees are less likely to recommend your company as a great place to work, which will hurt recruitment efforts. Reilly says communication can be the Achilles’ heel of your organization or it can be the centerpiece. Here’s what Reilly recommends to improve communication between management and employees.
Solicit opinions. One out of three U.S employees does not believe his or her opinions are taken into account, according to surveys by Opinion Research. Reilly says employees who feel they are fed information instead of being allowed to participate in the organization’s activities report higher levels of disengagement.
In my own interviews with inspiring leaders, it has been clear the old command and control style of communication is over. Today’s employees, especially younger workers, want to know their opinions are encouraged, valued, and respected.
Communicate change. In a November, 2007, survey, Opinion Research found employees are annoyed by managers who fail to discuss company news. In these uncertain economic times, change is constant. Reilly says if you know a change is coming, communicate the reason behind the change. Better yet, ask employees for their views on how best to implement needed changes. This creates a positive feeling in the workplace, even if the changes are not welcomed by all. The reverse is also true. Failing to communicate upcoming changes results in a negative perception, creates disengagement, and makes those changes tougher to embrace when they’re implemented.
This reminds me of a conversation I had with Ritz-Carlton President Simon Cooper. Before the hotel chain underwent a dramatic change in the way employees were instructed to interact with guests, Cooper and senior managers embarked on a tour of the luxury chain’s properties to explain why the change was needed and to elicit opinions from frontline staff. The result was buy-in from employees who were affected by the change and expected to provide top-notch service.
In a recent BusinessWeek column former GE CEO Jack Welch advocates the need for transparency when communicating change. Welch writes: “Most managers know from experience that employees get more pumped when they understand where the company is going, why, and what role they play in getting there.” Explain the reasons behind your changes
