Consider the following questions in order to analyse your current approach to employee communication:
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What strategic priorities have been established for employee communication in your business?
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What do you expect of it in terms of helping to maximise the contribution of your employees?
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If you have ever used the phrase ‘open door policy’ with your people, does the reality live up to that promise?
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How are your general expectations of employees communicated to them as regards their behaviour, contribution and so on?
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How consistent is the direction given to employees by your managers on a day to day basis?
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Is it clear and coherent or constantly uncertain and changing?
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When important messages must be given to all employees is this more likely to be delivered through face-to-face channels, or through memos and emails?
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Does communication with employees happen in a structured manner across the business? For example, do managers hold daily and monthly briefings with their employees to discuss work-related matters in greater detail?
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Do your employees feel listened to?
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Would they say that they felt it was safe to speak their mind on issues affecting them?
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To what degree would they say they felt they could initiate ideas, questions and suggestions?
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How is feedback given to employees, individually or collectively?
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What informal or formal mechanisms are used to provide for two-way feedback between employees and their immediate manager?
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How effective is inter-departmental communication and does it contribute to building the levels of teamwork?
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How comfortable are you, and those in your management team, in allowing open and constructive communication with employees?