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Good communication is an essential tool in achieving productivity and maintaining strong working relationships at all levels of an organisation.
Employers who invest time and energy into delivering clear lines of communication will rapidly build trust amongst employees, leading to increases in productivity, output and morale in general.

Poor communication in the workplace will inevitably lead to unmotivated staff that may begin to question their own confidence in their abilities and inevitably in the organisation.

Take steps to build on communication

With 40 years of recruitment experience, we understand the value of good communication. Below, we've outlined some of the key areas where organisations can improve and enhance their communications.

Define goals and expectations - Managers need to deliver clear, achievable goals to both teams and individuals, outlining exactly what is required on any given project, and ensuring that all staff are aware of the objectives of the project, the department and the organisation as a whole.

Clearly deliver your message - Ensure your message is clear and accessible to your intended audience. To do this it is essential that you speak plainly and politely - getting your message across clearly without causing confusion or offence.

Choose your medium carefully - Once you've created your message you need to ensure it's delivered in the best possible format. While face to face communication is by far the best way to build trust with employees, it is not always an option. Take time to decide whether information delivered in a printed copy would work better than an email or if a general memo will suffice.

Keep everyone involved - Ensure that lines of communication are kept open at all times. Actively seek and encourage progress reports and project updates. This is particularly important when dealing with remote staff.

Listen and show empathy - Communication is a two-way process and no company or individual will survive long if it doesn't listen and encourage dialogue with the other party. Listening shows respect and allows you to learn about any outstanding issues you may need to address as an employer.

For more advice on developing your team, browse our development and retention articles.

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The importance of good communication | Michael Page

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Good communication is an essential tool in achieving productivity and maintaining strong working relationships at all levels of an organisation. Employers who invest time and energy into delivering clear lines of communication will rapidly build trust amongst employees, leading to increases in productivity, output and morale in general.

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20 Ways To Communicate Effectively With Your Team

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20 Ways To Communicate Effectively With Your Team

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It is imperative in a leadership role that you communicate effectively. An age old aphorism goes " it's not what you say, but how you say it". Communication is what separates a poor leader from an exceptional one. Having effective communication skills is the key to good leadership.

When you communicate well with your team, it helps eliminate misunderstandings and can encourage a healthy and peaceful workplace. Efficient communication with your team will also let you get work done quickly and professionally.

The moment you get the lines of communication open with your team, the process of carrying out tasks and projects will most likely go by smoothly. Plus you will be surprised how meeting targets will become a whole lot easier.

These 20 time-tested ways to communicate better with your team will sure do you good.
1. Open Meeting
It is easier to communicate your passion and how you feel to your team via open meetings. In this kind of forum, they will not only hear what you are saying, they will also see and feel it. This approach still remains one of the best approaches of communicating effectively with a team.
2. E-mails
In official settings, communication via email remains potent. It will enable you pass across messages to members of your team without pulling them out of their work stations.
3. One on One
Experts have been able to prove that some people understand better when you take them aside and talk to them on a one-on-one basis. Ensure that you maintain eye contact with them to enable the message sink. The message might be the same but sometimes try out this approach and measure its effectiveness.
4. Use Presentations
Some people grasp message easily when pictures and sounds are involved. Using presentations like Microsoft Power Point in communicating to your team will always give them the opportunity to refer back to it if they aren't clear about certain things.
5. Communication via Training
Your trainings should be tailored towards communicating certain information to your team members. Most employees take training serious, especially when it's part of their appraisal.
6. Display Confidence and Seriousness
Ensure that you display confidence and seriousness so that you will not be taken for granted. When your team members notice any iota of uncertainty and un-seriousness in you when communicating with them, they are likely to treat the information with disdain.
7. Use Simple Words
The truth is that everybody cannot be on same page when it comes to vocabulary. Therefore, to be effective in your communication with your team members, use words that can be easily understood. When ambiguous words are used, sometimes you could be misinterpreted.
8. Use Visuals
Place visuals at strategic positions around the work station of your team members. They should not just hear the message alone, let them see the message. This gives room for better comprehension.
9. Listen to Your Team Members
Communication is supposed to be a two way street; don't just talk because you are the leader without listening to them. Encourage them to open up so you can be well guided when communicating with them. On a lighter note, you have two ears and one mouth -so you must listen more than you speak.
10. Use Body Language
Your body language will pass across your message faster and better. Master the art of using body language when communicating with your team mates. Use smiles, handshakes and eye contact when communicating with your team mates.

Someone once said, "Tell me what you want me to do and I might forget it, but do it in front of me and I will never forget it". Acting your message is a very potent way of communicating with your team. Let them see you do what you want them to do, and watch their excuses disappear into thin air.

12. Use The Appropriate Voice Tone.

One word can mean a different thing, when said in a different voice tone. Use the appropriate voice tone to communicate your message to your team members so that you won't be misrepresented.

13. Avoid Unnecessary Repetition

If you want your team members to take you serious, never sound like a broken record. Don't over flog any message; tell your team members what you want them to know or do. Also ask them if they are clear about it; if they aren't you can repeat what you have earlier said.
14. Create Receptive Atmosphere
To effectively communicate with your team, you must create a receptive atmosphere. Avoid a tense environment, because when you communicate in such an atmosphere, the message you are trying to pass across might not be well understood and retained.
15. Be Humorous
For sure we are not expected to be serious all through. Using friendly jokes when communicating with your team members will help pass across your message in a more relaxed atmosphere. It has been proven to be one of the effective ways of dousing tension. When the atmosphere is unfriendly, being humorous surely does the trick. If you must use jokes, please don't overdo it; remember you are not a Stand-up Comedian.
16. Be Articulate
Communication is indeed a skill that must be learned by all and sundry, especially if you want to lead any group of people. Being articulate when you communicate to your team members makes it easier for them to understand your message.

17. Avoid Mumbling Words

Your team members should be able to hear you clearly. When communicating with them, try as much as possible not to mumble words. When you mumble words, you may assume that they are clear on the subject, but the truth is that they might not be. It also shows a lack of confidence on your part.

Don't just talk and walk away but give room for feedback so that you can measure the effectiveness of your style of communication. It will also afford you the privilege of knowing if your message was well understood.
19. Gesticulate
Use your hands to demonstrate your message. Make signs, motions and signals to establish the seriousness of your subject matter when communicating with your team members. This shows that you understand what you are trying to relay to them. Just don't let your body movement get too much.
20. Be Appreciative
After every communication session, via whatever means you have decided, always remember to thank your listeners i.e. your team members for their time. It will cost you nothing and you'll have everything to gain. It's just simple courtesy.

To wrap it all up, remember that the point of working as a team is to share ideas and boost productivity. When communication is hampered among the members, it can sidetrack the entire effort.

You must work hard at keeping these communication tactics. You can also create ground rules to keep everyone up to date, which helps avoid confusion and complete the project with ease.

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20 Ways to Communicate Effectively With Your Team

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It is imperative in a leadership role that you communicate effectively. An age old aphorism goes " it's not what you say, but how you say it". Communication is what separates a poor leader from an exceptional one. Having effective communication skills is the key to good leadership.

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SSP Academy - Delegation And Empowerment

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SSP Academy - Delegation And Empowerment

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How To Change An Unhealthy Working Environment

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How To Change An Unhealthy Working Environment

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How to start changing an unhealthy work environment | Glenn D. Rolfsen | TEDxOslo

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Empowering your team | Researcher Development | The University of Aberdeen

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8 Ways To Communicate Your Strategy More Effectively

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8 Ways To Communicate Your Strategy More Effectively

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A frustrated CEO recently shared with me that her employees had lost their edge. They were internally focused, their speed-to-market was down, and they couldn't find a good balance between serving customers well while making healthy margins. The result was slow progress against the company strategy and an inability to profitably deliver on the value proposition. She had attempted to motivate employees and be clear about the strategy, but she was falling short and was looking for answers on what to do next. The solution in many cases is to overhaul internal communications strategies in order to convince employees of the authenticity, importance, and relevance of their company's purpose and strategic goals. Here are just a few communications approaches that will help you effectively reach your employees and encourage behaviors that advance your strategy and improve your results.

1. Keep the message simple, but deep in meaning.
Most organizations have a deeper meaning as to why they exist. This tends to influence strategy, decision-making and behaviors at executive levels, but often isn't well articulated for employees. What you call it doesn't matter, your purpose, your why, your core belief, your center. What does matter is that you establish its relevance with employees in a way that makes them care more about the company and about the job they do. It should be at the core of all of your communications, a simple and inspiring message that is easy to relate to and understand. Strategy-specific messages linked to your purpose become tools to help employees connect their day-to-day efforts with the aspiration of the company.

2. Build behavior based on market and customer insights
For employees to fully understand how your strategy is different and better than the competition they need to be in touch with market realities. The challenge is in how to effectively convey those realities so that your people can act on them. By building internal campaigns based on market and customer insights, you bring your strategy to life for your employees through this important lens. Package your content so that it can be shared broadly with all departments in your organization, but in a hands-on way. Expose managers first then provide them with easy-to-implement formats for bringing their teams together, with toolkits that include all the materials they'll need. The purpose is to encourage their teams to develop department-specific responses, and to generate new ideas and new behaviors based on what they've learned.

3. Use the discipline of a framework.
Not all messages are created equal. They need to be prioritized and sequenced based on their purpose. I suggest using an Inspire/Educate/Reinforce framework to map and deliver messages on an annual basis.

Inspire. Messages that inspire are particularly important when you are sharing a significant accomplishment or introducing a new initiative that relates to your strategy. The content should demonstrate progress against goals, showcase benefits to customers, and be presented in a way that gets attention and signals importance. The medium is less important than the impression that you want to leave with employees about the company. Whether you're looking to build optimism, change focus, instill curiosity, or prepare them for future decisions, you'll have more impact if you stir some emotion and create a lasting memory.

Educate. Once you've energized your team with inspiring messages, your explanations of the company's strategic decisions and your plans for implementing them should carry more weight. To educate your teams most effectively on the validity of your strategy and their role in successful execution, make sure you provide job-specific tools with detailed data that they can customize and apply in their day-to-day responsibilities. It is most important for these messages to be delivered through dialogues rather than monologues, in smaller group sessions where employees can build to their own conclusions and feel ownership in how to implement.

Reinforce. It isn't enough to explain the connection between your company's purpose and its strategy - and between that strategy and its execution - once. You'll need to repeat the message in order to increase understanding, instill belief and lead to true change overtime. These reinforcing messages need to come in a variety of tactics, channels, and experiences and I've highlighted some approaches below. Ultimately, they serve to immerse employees in important content and give them the knowledge to confidently connect to the strategy. You'll also want to integrate these messages with your training and your human resource initiatives to connect them with employee development & performance metrics. Recognize and reward individuals and teams who come up with smart solutions and positive change.

4. Think broader than the typical CEO-delivered message. And don't disappear.
Often corporate communications has a strictly top-down approach. I've found that dialogue at the grassroots is just as important, if not more so. Employees are more likely to believe what leaders say when they hear similar arguments from their peers, and conversations can be more persuasive and engaging than one-way presentations. Designate a team of employees to serve as ambassadors responsible for delivering important messages at all levels. Rotate this group annually to get more people involved in being able to represent the strategy inside the company. And when the message comes from leadership, make sure it's from your most visible, well-regarded leaders. Another mistake is the "big launch event and disappear" approach. Instead, integrate regular communications into employee's daily routines through detailed planning against the messages mapped in your Inspire/Educate/Reinforce framework.

5. Put on your "real person" hat.
And take off your "corporate person/executive" hat. The fact is, not many people are deeply inspired by the pieces of communication that their companies put out. Much of it ignores one of the most important truths of communication - and especially communication in the early 21st century: be real. "Corporate speak" comes off hollow and lacking in meaning. Authentic messages from you will help employees see the challenges and opportunities as you see them and understand and care about the direction in which you're trying to take the company.

6. Tell a story.
Facts and figures won't be remembered. Stories and experiences will. Use storytelling as much as possible to bring humanity to the company and to help employees understand the relevance of your strategy and real-life examples of progress and shortfalls against it. Ask employees to share stories as well, and use these as the foundation for dialogues that foster greater understanding of the behaviors that you want to encourage and enhance versus those that pose risks. Collectively these stories and conversations will be a strong influence on positive culture-building behavior that relates to your core purpose and strategic goals.

7. Use 21st-century media and be unexpected.
The delivery mechanism is as important and makes as much of a statement as the content itself. Most corporate communications have not been seriously dusted off in a while, and the fact is, the way people communicate has changed tremendously in the past five years. Consider the roles of social media, networking, blogs, and games to get the word out in ways that your employees are used to engaging in. Where your message shows up also says a lot. Aim to catch people somewhere that they would least expect it. Is it in the restroom? The stairwell? On their mobile phone?

8. Make the necessary investment.
Most executives recognize how important their employee audience is. They are the largest expense to the company. They often communicate directly with your customers. They single-handedly control most perceptions that consumers have about the brand. So if this is a given, why are we so reluctant to fund internal communication campaigns? I suggest asking this question: What am I willing to invest per employee to help them internalize our strategy and based on that understanding, determine what they need to do to create a differentiated market experience for our customers? Do the math and set your hoped-for ROI high whether it is financial performance or positive shifts in behavior and culture. If you choose not to invest be certain of the risk. If you don't win over employees first, you certainly won't succeed in winning with customers, as they ultimately hold that relationship in their hands.

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Eight Ways to Communicate Your Strategy More Effectively

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A frustrated CEO recently shared with me that her employees had lost their edge. They were internally focused, their speed-to-market was down, and they couldn't find a good balance between serving customers well while making healthy margins. The result was slow progress against the company strategy and an inability to profitably deliver on the value [...]

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Maslow's Hierarchy Of Needs And Employee Engagement

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Maslow's Hierarchy Of Needs And Employee Engagement

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This month's post is a little different as we explore the psychoanalytical side behind Employee Engagement. Our story starts with the eminent psychologist Abraham Maslow and his much lauded (and later criticised) hierarchy of needs model.

Maslow argued that individuals needed to satisfy basic needs such as warmth, safety and security in order to then realise their own personal growth and development. The same theory can be applied to how an organisation treats and engages with their staff.

For many people the basic needs of a job are that the salary allows them to pay the bills and live a lifestyle they have become accustomed to. Having a sense of financial independence is innate in almost all of us with very few people brave enough to run a risk and disregard monetary reward in favour of other factors. For many of us this is SURVIVAL.

Next comes a sense of stability and what is commonly known as job SECURITY. Given the volatile nature of the job market, most people fear the thought of losing their job and the prospect of having to join the unemployment line. Whilst the concept of a 'job for life' is all but dead, people generally crave security and structure in the workplace - and much like salary would put this above other aspects of a job.

Let's face it, whilst we may like to think we're motivated by other criteria, the two questions we often ask when reading job ads are "what's the pay?" and "is it a permanent position?". When these two things don't meet our needs the job instantly becomes less attractive to us.

Many larger employers have no issues satisfying those needs, especially when it comes to higher level positions. A big company recognises the importance of attracting the best talent. But what do you do once you have them? This is where Maslow's needs theory really comes into play. The next level in the needs hierarchy is a sense of BELONGING and holding trust and acceptance within a group. Organisational structures generally follow a team principle so creating a sense of camaraderie should just come naturally right? As the graph demonstrates, employees need to feel like they are part of something bigger but that they are also valued and their contribution is valuable to the business. This can only be achieved by instilling those beliefs from the top-down whilst also creating a sense of parity between staff and senior management.

This leads us on to the thing that really enables individuals to engage with their job and the company they work for - a sense that their contribution is IMPORTANT. This feeling of significance, especially within a large company is absolutely vital if a member of staff is going to feel any real affinity and advocacy towards their paymasters. If you make your staff feel as though they are integral to the company's values and goals then that's when you have reached the high engagement holy grail.

But how do you achieve this? And how do you take engagement even further? One of the key things as an employer is displaying a genuine concern and interest in your staff's progression and development within the company. Most people harbour some kind of ambition and want to move forward so the important role of the organisation is to harness that ambition and facilitate an individual's growth. When employees have access to opportunities this is meeting their SELF-ACTUALISATION needs and will enable them to be highly successful and become an asset to the organisation, inspiring others along the way.

But how do you determine where on the Needs spectrum your employees actually are? The simplest and most effective way of finding out is to carry out a tailored staff survey based around how your employees perceive their job and the values they attach to being part of the organisation as whole. A tailored survey from Scancapture will not only give you this information but also allow you to rank your staff on the Needs Hierarchy and provide detailed guidelines on the actions required to move them up the ladder from 'just surviving' to highly engaged, productive individuals.

To find out more about commissioning a tailored Staff Survey, contact Scancapture on 01254 697 110 or email us at info@scancapture.co.uk

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How Maslow's Hierarchy of Needs influences Employee Engagement

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This month's post is a little different as we explore the psychoanalytical side behind Employee Engagement. Our story starts with the eminent psychologist Abraham Maslow and his much lauded (and later criticised) hierarchy of needs model. Maslow argued that individuals needed to satisfy basic needs such as warmth, safety and security in order to then realise their own personal growth and development.

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Maslow's Hierarchy Of Needs

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You can't be a leader without followers so you have to understand how to motivate people to buy into your agenda. Motivation is what makes employees act in certain ways so how can you achieve this? Understanding people's motives - their reasons for doing something is the key to becoming a good leader.

One of the main theories relating to motivation is Maslow's Hierarchy of Needs. People have needs. A need is a lack of something- something we want. This produces the drive and desire which motivates us to satisfy that need. Satisfying this need, or getting the thing we want or lack is the goal. Maslow's hierarchy of needs is a theory in psychology proposed by the American psychologist Abraham Maslow in his 1943 paper "A Theory of Human Motivation". This is a theory of psychological health predicated on fulfilling innate human needs in priority, culminating in self-actualization.

Maslow's Hierarchy of Needs

Maslow's theory of motivation is called the "hierarchy of needs". Maslow believes that people have five main needs in the following order of importance:-

i) the need to eat
ii) the need to drink
iii) the need to work
iv) the need to sleep
v) the need to reproduce

i) the need for shelter
ii) the need to fell secure

i) the need to feel part of a group
ii) the need for acceptance

i) the need to feel good about themselves
ii) the need to be recognised for their achievement

i) the need for personal fulfilment
ii) the need to grow and develop

Maslow believes that people would not move on down this list to be motivated by the next set of needs until the previous set(s) had been satisfied. here's a short video which illustrates Maslow's Hierarchy of Needs by drawing on clips from the Disney film 'Up'.

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There are other theories in a similar vein to Maslow.

Alderfer's Theory

Another theory by Alderfer categorised these needs into three categories:-

existence needs

relatedness needs

growth needs

Good Leaders Recognise People are Different

Leaders and managers need to have this level of understanding if they are to be in a position to motivate their staff. However to be a good leader and manager you need to recognise that people are different. To display the traits of a good leader you need to recognise that some people come to work to earn money (existence needs) and have no desire either to get on with others (relatedness needs), or earn promotion (growth needs). Others work to meet people and have a personal challenge and sense of achievement ( relatedness needs). Others work to gain experience to get promotion (growth needs). For others it maybe a combination of these.

Motivation People with Existence Needs

Pay people enough

Workplace safe and good environment

Incentives - employee of the month

Set goals

Treat people as individuals

Motivating People with Relatedness Needs

Show respect

Delegate - give responsibility

Give recognition

Communicate

Involve people in decision-making

Encourage ideas

Praise people

Get to know people

Team building days and office away days

Celebrate success

Motivating People with Growth Needs

Offer support to complete new tasks

Give staff and employees a challenge

Work should be made interesting

Encourage people to think for themselves

Keep people informed

Ask people what motivates them

Stretch people with new work

Offer training where possible

How Do you Know When Staff and Employees are Demotivated

Increased sickness

Increased absenteeism

Late

Poor quality of work

Lack of communication

Attitude

Frustration

Why Do People Become Demotivated

Lack of recognition

Boredom

Lack of involvement

Not being listened to

Lack of encouragement

Lack of training

No delegation

Criticism

Too much work

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Maslow's Hierarchy of Needs - How to Motivate Your Staff

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You can't be a leader without followers so you have to understand how to motivate people to buy into your agenda. Motivation is what makes employees act in certain ways so how can you achieve this? Understanding people's motives - their reasons for doing something is the key to becoming a good leader.

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An independent survey launched today by HR, payroll and talent management solutions provider, MidlandHR, has found that despite the vast majority of organisations agreeing that employee engagement affects employee retention and overall organisational performance, almost half (49%) don't understand the level of engagement of employees or indeed how to actually engage them (42%). Astonishingly, nearly two in five (38%) organisations don't recognise the importance of assessing employee opinion.
The study, Investigating Employee Engagement and Predictive Analytics, surveyed the opinions of over 100 business leaders in UK public, private and charity sectors. Despite agreeing that employee engagement affects organisational performance, the research found that nearly one in four (24%) organisations do not conduct employee engagement surveys of any kind. Of the organisations that do, online surveys are most popular (49%). Over three quarters (76%) of organisations believe employees answer online surveys more honestly if their responses are anonymous, while just over half (51%) are happy for information they provide to be used to improve employee engagement.

Commenting on the research, MidlandHR's research director, Dr Leslie Bowie, says: "Regular engagement surveys are vital to managing employee performance and should be part of every organisation's performance strategy. Employee engagement surveys - when used in the right way - can promote company-wide well being in terms of ensuring job satisfaction for every employee while the organisation gets the best performance from employees and exceeds the bottom line. However, only one in four (23%) organisations conduct employee engagement surveys yearly, while just over a tenth (14%) does so every two years. Only 8% of organisations conduct engagement surveys every six months."

Relationships with line managers and colleagues and recognition of achievement were the top three contributors respectively to employees feeling engaged, while good pay and flexible benefits proved to be the least influential contributors to employee engagement.

Dr Bowie continues: "While it's encouraging that over half (56%) of organisations' HR processes are system driven and focus on driving strategic workforce decisions (37%) and efficiency (19%), a large number of organisations are losing out on leveraging HR technology to drive employee performance.

"Key to successful performance is effective management and relationships with managers and other staff members prove to be important contributors to employees feeling engaged. Today's HR systems are growing in value as an enabler for managers to objectively assess and drive improved performance levels because the entire evidence base is in one place. Integration means users can avoid costly interfaces or labour intensive duplication of effort in separate systems. Routine information captured within existing processes - such as leavers, transfers, learning and skills - is automatically available to the manager. If implemented correctly, performance management, which comes as standard with an integrated solution like iTrent, can help drive organisation performance and realise a strong return on investment from efficiency and compliance alone."

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Employee engagement is key to performance and retention - Personnel Today

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An independent survey launched today by HR, payroll and talent management solutions provider, MidlandHR, has found that despite the vast majority of organisations agreeing that employee engagement affects employee retention and overall organisational performance, almost half (49%) don't understand the level of engagement of employees or indeed how to actually engage them (42%).

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