Employee-Management Relations - hypothetical chemical explosion

Steering Committee

An organisational communication program must start with the top management. The committee may include top management, human resources managers, and communications employees and line management. Employees who understand the goals and objectives of the organisation and their role in creating it, are more likely to support those goals and objectives.

Communications Policy

There should be open and continuous communications by everyone in the organisation. It is a management responsibility and manager's performance will be evaluated and rewarded based on how well they carry out these responsibilities. Employees are responsible for contributing ideas and suggestions to help their work units perform better. The communication process must provide the right information to the right people. A mission statement is included in the communication program.

This is term used to fix performance at a specific point in tie, so there are standards to measure future actions such as employee awareness and commitment to a program. It gives real numbers with which to measure the communication process. For example, the benchmark for reported injuries is 10% at present. If the actual figure is 15%, then management is made aware that further communications is necessary to achieve the projected goal of 10%. If the number of reported injuries is 3% or the total workforce over a period of one year, then management knows that the communications programs are working.

Targeted programs involve long-term and short-term goals. Long-term goals may include profitability, quality of work-life, job security, skills development, a healthy and safe working environment, reliability and quality, competitiveness and innovation and creativity. Short-term goals may include be to cut the number of injuries, grievances and lost time due to accidents, instigate immediate liaisons between employees and management and clean up any dangerous areas and place warning signs where necessary in the plant.

Generally investments in employee communication are not very high. Costs may be high due to technology, training of people on machinery and the employment of skilled researchers and analysts and the machinery itself. Even if the capital outlay appears high, the benefits of improved working conditions, retrained staff and a safe working environment far outweigh these costs.

Annual performance reviews are not enough to keep people motivated. Performance feedback should be continuous. Monthly newsletters inclusive of personal articles and family functions such as birthdays and anniversaries or sporting events and holidays are ideal. Continuous dialogue on performance can also help towards successful employee development.

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