10 ways to improve communication with your employees

1. Make a point of speaking to all employees you see every day
2. Make your vision, mission and goals clear
3. Ask for employee’s opinions and listen with an open mind. Try to understand their point of view
4. Include affected employees in goal setting
5. Give recognition for a job well done
6. Give information to employees after management meetings
7. Ask them what you can do to help them with their job, and what you are doing that may be getting in the way?
8. Share non-confidential information
9. Ask for their input on issues
10. Listen 80% of the time and talk 20%

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Managing change in your business

As companies evolve and reorganise in response to the competitive environment in which they operate, many of the changes that they undergo have far-reaching effects throughout all levels of the organisation. In the case of two firms becoming a single company through merger or acquisition for example, there may be an attempt to integrate, in other words develop a new way of working that aims to benefit from the strengths of the two individual entities. Alternatively, the dominant partner may harmonise the other into its structure, a process by which the acquired company adopts the systems and organisational structure of the parent organisation.

Either of these arrangements will result in a process of change, where the familiar aspects of the work environment may be fundamentally altered. Typical elements that may be most noticeable after a major change are:

• Different Processes - where the flow of work and the lines of communication are changed.

• Change in Hierarchy – the reporting structure (both formal and informal) is radically different in the new organisation.

• New Tasks – a change in the structure of the company will often lead to a shift in the key responsibilities for many of the workforce; gaining new tasks, and seeing some familiar ones passed on to other colleagues.

• Career Prospects or Promotion – as the organisational structure changes, the pecking order for promotions or transfers may suddenly change with other people entering into consideration from another part of the organisation.

• Culture and perceived or stated values of the new organisation – no two companies are identical, and following a merger or acquisition there will naturally be degree of friction between two often well-established ways of doing business before a new common set of practices and beliefs evolves.

The result of this myriad of changes can manifest in many ways, and commonly in negative ways such as upheaval, confusion, mistrust or even betrayal. There is a need to consider these factors when a company is undertaking a major change process, and provision of well thought out support mechanisms is vital.

Consideration needs to be given at senior levels to the effect on the workforce of major organisational changes, in addition to the financial factors that are primarily assessed in such a process. If there is a negative impact on employees as illustrated here, this will inevitably adversely affect performance.

The use of experts who are qualified and experienced in managing these processes is highly recommended to manage this process and ensure that the psychological, as well as the operational and financial, aspects of the change are managed successfully.

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Fire Safety in the Workplace – Are you ready for the change?

October 2006 brings a change in safety legislation which will see the end of the issuing of fire certificates in the majority of UK workplaces, to be replaced by fire risk assessments conducted by employers.

For anyone who may be looking for advice with this change in legislation or with any aspect of workplace Health & Safety, BeSafe Limited (an associate of docleaf) can provide practical, cost effective assistance with the development of risk management systems, safety policy, risk assessments and training in all areas of workplace safety.

For more information contact Barbara Evans on 01767 683011 or at info@besafelimited.co.uk.

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