Making company communication more effective

使公司溝通更有效

In the last few years, managers throughout industry have been seen more changes than many of them could have expected to see in their entire working lives. Having to communicate information which often leads to feelings of insecurity has a become a key activity. From being regarded as relatively unimportant in many companies, management-employee communication has become a central corporate need.

在過去的幾年里祷愉，整個行業(yè)的經(jīng)理們所看到的變化比他們中的許多人在整個工作生涯中預(yù)期的要多具垫。必須交流常帶來不安全感的信息已成為一項關(guān)鍵活動希坚。從在許多公司被視為相對不重要事情，管理層與員工的溝通已成為公司的核心需求凉夯。

Concordia international provides a good example of a company that has adjusted well to the changing needs for communication. Since 1995, Concordia has been turned inside-out and upside-down, to ensure that it is a marketing-led, customer-responsive business, one that looks outwards at customers and competitors, rather than inwards at its own process and the way things were done in the past. In the last eight years, Concordia has reduced its workforce by more than 80000 people - or 35% - on a voluntary basis, with further downsizing anticipated.

康考迪亞跨國公司提供了一個很好的例子，說明公司已經(jīng)很好地適應(yīng)了不斷變化的溝通需求采幌。自1995年以來劲够，康考迪亞一直被徹底顛覆，以確保它是一家以市場營銷為導(dǎo)向休傍、響應(yīng)客戶需求的企業(yè)征绎，一家向外看客戶和競爭對手的企業(yè)，而不是向內(nèi)看自己的流程和過去的做法尊残。在過去八年中炒瘸，康考迪亞在自愿的基礎(chǔ)上減少了8萬多人，即35%寝衫，預(yù)計還會進(jìn)一步裁員顷扩。

From being an engineer company, Concordia is now remarking itself as a service company. The role of employee communication in such a context is to build people's self-confidence , to persuade them that, although it is inevitable that the changes will go ahead, they also bring with them new opportunities for employees. However, this is not an easy task. People tend to be skeptical for these claims and to feel that they are losing touch with the company they have worked for over many years. This is understandable, since many of the old certainties are being swept away, include the core activities of the company they work for: Above all, they had to face up to the fact that they no longer have a job for life.

從一家工程師公司開始，康考迪亞公司現(xiàn)在開始將自己重新定位為一家服務(wù)公司慰毅。在這種情況下隘截，員工溝通的作用是建立人們的自信心，說服他們，盡管變革不可避免婶芭，但也會為員工帶來新的機(jī)會东臀。然而，這不是一項容易的任務(wù)犀农。人們往往對這些說法持懷疑態(tài)度惰赋，并覺得他們正在與他們工作多年的公司失去聯(lián)系。這是可以理解的呵哨，因為許多曾經(jīng)確定的事情正在被一掃而空赁濒，包括他們工作的公司的核心活動：最重要的是，他們必須面對這樣一個事實：他們不再有一份終身工作孟害。

Research indicates that people respond to this predicament in a variety of ways. The bulk of employees fall into two main categories in terms of their response to the new situation: on the one hand there are the 'pragmatists' and on the other 'the highly anxious'. The former see their job as a means to an end and have a relatively short-term perspective, with strong loyalty to their local team, rather than the company as a whole. The second category, usually the majority, may respond to threatened changes with a feeling of having been let down, and even feel anger at the company for what they see as changing the terms of their employment.

研究表明拒炎，人們對這種困境的反應(yīng)多種多樣。就對新形勢的反應(yīng)而言挨务，大部分員工分為兩大類：一方面是“實用主義者”击你，另一方面則是“高度焦慮者”。前者將工作視為達(dá)到最終目的的一種手段谎柄，并具有相對短期的視角丁侄，對當(dāng)?shù)貓F(tuán)隊而非整個公司有強(qiáng)烈的忠誠度。第二類人谷誓，通常是大多數(shù)人，可能會對受到威脅的變化感到失望捍歪，甚至?xí)靖械綉嵟驗樗麄冋J(rèn)為公司改變了他們的雇傭條款糙臼。

The employee communication process needs to be capable of accurately directing its messages at a variety of employees groups and departments within the workforce. This is why middle managers and line managers are so key to communication. They are the people who knows about the full range of concerns among the workforce. The problem in the past was that this crucial area was often the responsibility of a separate, relatively isolated unit. Concordia puts responsibility for communication firmly on line managers. All their research points to the same conclusion: people prefer to get their information face-to-face from their line managers. That is the key relationship and where arguments - the hearts and minds - are lost.?

員工溝通過程需要能夠?qū)⑵湫畔?zhǔn)確地傳達(dá)給員工隊伍中的各個員工群體和部門。這就是為什么中層經(jīng)理和直線經(jīng)理是溝通的關(guān)鍵变逃。他們是了解勞動力中各種擔(dān)憂的人必逆。過去的問題是，這一關(guān)鍵領(lǐng)域往往由一個單獨的揽乱、相對孤立的單位負(fù)責(zé)名眉』嗣蓿康考迪亞公司將溝通的責(zé)任牢牢地交給了直線經(jīng)理。他們的所有研究都得出了相同的結(jié)論：人們更喜歡從他們的直線經(jīng)理那里當(dāng)面獲取信息撒犀。這是關(guān)鍵的關(guān)系福压，也是爭論在心靈和思想層面被消除的地方掏秩。

The general rule in company communication is to tell employees as much as you can as soon as you can. If you cannot provide details, then at least put the news in context and commit yourself to providing great details when it becomes available. Another rule of company communication is that there must be a fit between what the company is telling its employees and what it is telling its stakeholders.

公司溝通的一般規(guī)則是盡可能快地和多的告訴員工。如果你不能提供詳細(xì)信息荆姆，那么至少要把新聞放在上下文中蒙幻，并承諾在它可用時就提供詳細(xì)信息胆筒。公司溝通的另一條規(guī)則是邮破，公司告訴員工的內(nèi)容和告訴利益相關(guān)者的內(nèi)容之間必須保持一致腐泻。