Prepare for communication

In essence, every interaction you will ever engage in requires some form of communication. The same goes in the workplace, where interactions are at the core of your operations. There are key work activities, however, which are done in every organisation. These activities especially require communication. The following merit further discussion:

• Reporting

  Reporting is an integral activity that is done to present details of various undertakings. In the context of the workplace, reporting is an activity that may be done before, during, and after projects, meetings, etc. These would provide summaries, progress updates, and other important pieces of information necessary to assess the work being done in the organisation.

  Reports can be done in various ways. One may opt to present their report through a formal document (i.e. a report), through electronically assisted means (i.e. email or instant message), or through face-to-face interaction (i.e. presentation).

• Coordinating with Clients

  Every business has clients, and this is the reason why coordinating with clients is a work activity fundamental to all organisations. Coordinating with clients involves external communication, which is the interaction with people outside of the organisation. This activity is done to ensure that the needs of a client are understood and met sufficiently.

  Like reporting, this activity is done during different points in your undertaking (i.e. before, after, and during a project). Coordinating with clients can also be done through face-to-face interaction or digital means.

• Meetings and Consultations

  Perhaps the most important work activity one can engage in, meetings are a key part of the operations of every organisation. You can have different kinds of meetings for various purposes – everything from planning to the evaluation of your different work-related functions and activities. These meetings can be attended by various stakeholders – both internal and external – and can be as small or as large, as necessary. Thanks to technology, you are no longer limited to having meetings in person. You can now have video conferences as meetings as well.

  Consultations are a unique yet equally essential form of meeting that every organisation must hold. Consultation is the process of formal discussion and collaboration with at least one other person. This is done to help you identify key information necessary for various organisational matters (i.e. challenges, issues, perceptions, trends) and determine what can be done about these matters to improve operations.

• Training Initiatives

  Training is a necessary job activity in any organisation. This is due to the fact that all workplaces are made up of people, and these individuals must be well trained in order to perform the job responsibilities that are required of them. For the most part, training initiatives require internal communication. However, there are instances when professional help or assistance is required. This is especially true when the specific skills or knowledge to be taught seek the expertise of industry leaders and/or experienced trainers.

  There are several training initiatives that employees can engage in throughout their careers. These include everything from induction activities that are designed to help them learn about their roles and the organisation to specific training sessions that enable employees to expand their skillset and continuously develop themselves and their careers.

Now that you have identified your different work activities, you can sufficiently determine the communication requirements for each. Given the varying natures of the work activities you engage in, different communication requirements emerge

Your communication requirements are essentially an overview of the different needs you have in communicative interaction. The basis of establishing your communication requirements is, therefore, the nature of the activities you are to engage in. In essence, the determination of your communication requirements is done by seeking answers to the question: ‘What do you need to successfully engage in communication in a given work activity?'

Generally speaking, the different communication requirements for each work activity are as follows:

• Information Requirement

  Your information requirement or need is essentially the pieces of information expected from an information source. These are the matters that need to be shared and discussed through your communication. Information requirements would vary depending on the nature of your work activities.

  Sample information requirements for each identified work activity include:

  • Reporting

    When reporting, there is a variety of information you may require. This would be dependent on what you are reporting on. The most common information requirements include goals and objectives, budgets, sales projections, issues and subsequent resolutions, system changes, updates or adjustments, project updates and results, etc.

  • Coordinating with Clients

    In coordinating with clients, the most important thing to do is make sure that you and the client are on the same page; this is why the different information requirements you have would cover a variety of matters. These include product details and specifications, agreed-upon timelines and deadlines, project updates, delays, and problems encountered.

  • Meetings and Consultations

    As with reporting, there is a variety of information your meetings and consultations may require. The most common of these include project updates, timelines and deadlines, organisational requirements (i.e. goals and objectives, policies and procedures, codes of conduct) and subsequent changes to these, conflict, and conflict resolution.

  • Training Initiatives

    There are many information requirements depending on the kind of training you engage in. For one, induction training activities would need job roles and applications, organisational requirements (i.e. goals and objectives, policies and procedures, codes of conduct), processes, and house rules. Other training sessions, such as those geared and developing specific skills for employees, would likewise require information such as technical guidance, in-depth details, processes, rules, procedures, techniques, etc.

• Audience

  In every communication activity, there needs to be an audience that one intends to communicate with. The audience is the recipient of the message/s you send; they are the ones you are trying to reach out to for any given interaction. As with any other communicative activity, your audiences vary depending on your work activity.

  Sample audiences for each identified work activity include:

  • Reporting

    The audience of your reporting would depend on the purpose of your report. Two specific audiences can be identified:

    1. First, supervisors, managers and other higher-ups are the usual audiences of internal reports. Reporting is usually done to inform those in higher positions of the different matters that they ought to be aware of. This is because they themselves do not always have the time to get directly involved in every work-related process.
    2. Second, clients are also a common target audience for your reports. By virtue of being clients, they require sufficient updates and information on the projects they have a stake on.
  • Coordinating with Clients

    As the name would suggest, the main audience for your coordination with clients would be the clients themselves. Different clients may have different attitudes and personalities, and this is something you will need to note as you communicate with them. Further guidance on this is provided later in this manual.

  • Meetings and Consultations

    This is perhaps the work activity with the widest range of possible audiences. Given that meetings and consultations can be done for a variety of reasons, your target audience for every meeting may change. This may include everyone from members of your team and department, employees across different departments, supervisors, and other higher-ups. On the external side, your audiences may also include clients, suppliers, consultants, and subject-matter experts.

  • Training Initiatives

    Your training initiatives usually involve employees who require guidance for various matters. This would include new hires that need to learn the ropes of the company, employees that are struggling with certain tasks, as well as those who would like to expand their skillset and expertise.

• Developing communication

  When developing communication, you must also consider the style in which it is presented. All professional communication, internal or external, must be clear, concise and correct. It is recommended you complete a full spelling and grammar check before circulating anything. This will pick up and suggest corrections for any grammar, punctuation and spelling errors which can make you look unprepared and unprofessional.

Along with these identified requirements, there are a number of others that you may encounter as you engage in different work activities. This would include your documents, visual aids, and prompts as well as the different technologies you may need to supplement your activities. These are necessary to ensure that you are able to make your communication as effective as possible.

Along with your communication requirements, you must identify the different roles that you and others must fulfil in each activity. In the process of doing so, you must also assign these roles and articulate them sufficiently to the necessary personnel.

Communication Roles Defined

In essence, communication roles refer to the part a person plays in a communication activity. This role would involve the different tasks they have during a given activity that involve communication. For each of the previously identified work activities, there are a number of communication roles that can be recognised.

• Reporting

  In reporting, the main roles of those engaged in the activity are the reporter and listener or audience. The reporter is the person in charge of presenting the information that needs to be conveyed. The listener or audience is the person who needs to know about this information. In some cases, the reporter/s may need help from key persons. This may include subject-matter experts who can further substantiate the data being presented. Sometimes, those in the audience may also include observers or approvers who are evaluating the performance of the reporters and the merit of the report, respectively.

• Coordinating with Clients

  When coordinating with clients, the two main communication roles represent the two parties engaged in the activity: the business and the client. You and any other employee you are with represent the former. As the name would suggest, the client and any other party they are with represent the latter. Your role is to ensure that the interests of the business are given sufficient consideration. This means you have enough allowance for working on the given undertaking with respect to the other work you need to fulfil. On the other hand, the role of the client is to make sure that their own interests are still paid attention to and balanced with the concerns of the business.

• Meetings and Consultations

  In meetings, there are several communication roles that are to be fulfilled by the attendees. First, there is the chair who is in charge of facilitating the entire activity. They are tasked with managing the flow of the meeting and ensuring that everything goes as planned. There is also the note-keeper who records the minutes of the meeting and consolidates the information into a formal document later on. Meetings may also have timekeepers who are tasked to ensure that the meeting starts and ends on time and that all matters in the agenda are given sufficient discussion time.

  In consultations, a special communication role may be given to subject-matter experts who can provide relevant and credible information that would enhance the consultation process.

• Training Initiatives

  Although there are different types of training initiatives, there are two main roles in each one. The first is that of the trainer. This may be fulfilled by one or more persons who will be providing the necessary training and development to the employees. The second role is that of the trainee, which is fulfilled by the employees who require training.

Assigning Communication Roles

Although there is no one strict way to assign communication roles for your different work activities, there is a general process for doing so. The steps involved in assigning communication roles are as follows:

1. Define communication roles

   The first step in assigning communication roles is to determine what the required roles for your work activity are. In doing so, you will note the different tasks that you may need in any given activity. The discussion above may provide guidance for the roles that are associated with the most common work activities.

2. Identify viable personnel

   Once you have determined the communication roles necessary for your activities, you must then identify who will be able to fulfil the given roles. This is especially important for roles that require a certain skill set or level of expertise. As you identify the viable internal and/or external personnel who can be assigned to the different roles, you must also consider their availability to fulfil the role. For instance, if you are trying to reach out to a subject-matter expert, they may not be available to engage in your activity if they have prior commitments scheduled.

3. Assign and explain communication roles

   After identifying your communication roles and the personnel who can fulfil these, you can assign them their roles. Along with assigning the communication roles, you must ensure that you are able to sufficiently explain said roles. This is to make sure that they are understood and be fulfilled properly.

4. Engage in work activity

   Now that you have everything set, you can engage in your work activity and subsequently have the personnel fulfil their respective communication roles. As you do, ensure that everyone assigned is able to properly do their assigned tasks and that the activity runs smoothly.

Scenario:

Jacinta is the Centre Manager at Bounce Fitness, but she works very closely with her Assistant Manager when communicating with staff. This is because the Assistant Manager’s role is very much about the day-to-day implementation of programs and supporting the Fitness Instructors. Jacinta takes this into consideration when planning any communication to the team and includes the Assistant Manager, defining her role in the communication and negotiating what she needs his role to be from the very beginning.

As you prepare for communication, you may find it necessary to seek clarity on the objectives of your different communication tasks. If such is the case, you will need to seek out the necessary assistance or clarification from key personnel.

Communication Objectives Defined

Communication objectives are the aims that you are trying to achieve as you engage in different work activities. These are grounded on the messages that you intend to send to those you are communicating with.

Your communication objectives simply need to provide you with a clear idea of what you want to happen during your communication activity along with when it should happen. To better illustrate this concept, the following examples are provided for the different identified work activities:

Reporting

• to discuss project updates for the entire month
• to report issues and concerns raised in the past week

Coordinating with clients

• to come up with a timetable for the project
• to finalise the budget for the project

Meeting and consultations

• to learn about the work health and safety concerns of employees for the past month
• to brainstorm ideas for a new project

Training initiatives

• to teach newly hired employees about company policies and procedures
• to teach employees about the use of a new software being adapted by the organisations

Seeking Assistance or Clarification on Communication Objectives

Sometimes, the objectives you come up with may not sufficiently align with the overarching project goals you have. As such, you must seek assistance or clarification from relevant personnel. This would include colleagues as well as higher-ups who have experience or knowledge regarding your communication activity that would help them guide you in determining what your objectives should be. In seeking their aid, you must simply approach them and ask them for their guidance.

The final step in preparing for communication involves the selection of the appropriate methods of communicating information internally and externally. To do so sufficiently, you must take into consideration the different organisational requirements with which you must align your communication.

Methods of Communication

The main difference between internal and external communication is the receiver of the information you intend to send. As the name would suggest, internal communication involves the interaction between or among members of the organisation. On the other hand, external communication occurs between organisational members and external stakeholders (e.g. clients). For both types of communication, you have a variety of methods you can use to reach out to those you intend to communicate with. These include verbal and written forms discussed below.

Verbal Communication

Also referred to as ‘oral communication,’ verbal communication methods involve actual conversations between or among communicators. These methods make use of spoken words to transmit information. For both internal and external communication, verbal communication can be done through the following methods:

• Face-to-face Conversations

  Perhaps the most common method of verbal communication, face-to-face conversations occur every single day. This may be both informal or formal, meaning conversations may or may not have strict agendas to follow. They may be brief and in passing or extensive and planned.

• Telephones

  The use of telephones to communicate may sound outdated, but such is still a reliable method of communication that is widely used in various companies. Most offices have telephones set up in almost every table, allowing employees to communicate with each other internally. Moreover, telephones may also be used to reach out to external stakeholders who have made their telephone numbers available.

• Mobiles

  Mobiles are a method of communication that have emerged in recent years. They have come to replace traditional telephones and are especially useful for reaching out to external stakeholders quickly and easily. Unlike the wired telephone, the compact and wireless design of mobile phones makes them easy to bring along even outside the office premises. This makes it easier to contact employees you want to reach out to when you are away.

• Video Conferences

  Thanks to technology and the internet, you no longer have to rely on face-to-face conversations to verbally communicate with others. Video conference is an emerging communication method that allows you to hold virtual meetings with everyone – from remote workers and employees who are away to customers who are in hard-to-reach locations. All you need to facilitate this method of communication is the right equipment and a stable internet connection.

Non-Verbal Communication 

Non-verbal communication is a common way to express your thoughts and feelings without using words. It occurs during face-to-face or visual interactions but does not involve verbal cues. Non-verbal communication includes ⁴:

• Body language 
  Nodding or shaking your head as someone speaks is a sign of active listening as it shows you are engaged and demonstrates a level of understanding, that you agree or disagree or disapprove of what they are saying.
  Moving your body towards someone or leaning in toward them is another sign that you listening, whereas if you turn away or have your shoulders facing away from the person you are communicating that you are disengaged.
• Personal presentation 
  Personal presentation refers to how you look. If you look professional (neat and tidy, appropriate clothing and stylish hair) as you present at your workplace meeting, you generate a positive impression on your peers or managers and generate a level of credibility as knowledgeable in the area of discussion.
• Facial expression 
  Our faces offer a window to the mind and as such, are a great way to express how we are feeling. This can show we are listening by maintaining eye contact, smiling to show we are happy or interested and frowning to show confusion or dislike.
• Gesturing 
  Gesturing can be used to emphasise a point (through movement), express appreciation/friendship (through touch) or simply greet people (waving). Gesturing is very effective, however, when overused or if not aligned to the verbal message it can undermine what you are trying to say.

Written Communication

As the name would suggest, written communication methods involve the use of writing to send messages. Unlike verbal communication, written communication tends to be stricter and more formal. These methods of communication also face the disadvantage of having delays since they must first be sent and read by the receiver. However, a clear advantage of written communication is that it produces an output that both senders and receivers can refer to at any point after it has been sent. For both internal and external communication, written communication can be done through the following methods:

• Emails

  Perhaps the most popular method of communicating in the workplace, emails are used for everything from scheduling meetings with employees and clients to submitting proposals, contracts, and project outputs. As a general rule of thumb, the use of email has a formal undertone. It is a reliable method for reaching out to any number of people, both internally and externally.

• SMS

  Text messaging, also known as using short message service (SMS), is another trend that has emerged with the use of mobile phones. The use of SMS has enabled the rise of speedy communication between and among employees and their clients as well. This comes in handy when you need a quick response from someone who may not have access to their email or cannot take a call.

• Instant Messaging

  Like text, instant messaging allows for short, real-time messaging, however it is app/systems based and is not necessarily limited to mobile phones.

• Social Media

  Social media is another emerging form of communication that enables you to reach out to external stakeholders through different websites and platforms that facilitate content sharing and creation. The biggest advantage of this communication method is that it allows the receivers of messages to engage with the material that you release. This makes communication more meaningful and interactive.

Organisational Requirements Relevant to Workplace Communication

To ensure that you select your communication methods appropriately in every activity you may have, you must have a key understanding of your organisational requirements. These requirements underlie all organisations, and all your efforts must be aligned with these.

• Organisational Goals

  Organisational goals are essential to all businesses. These goals represent the long-term aspirations of your organisation. All communication efforts must remain relevant to your organisational goals. If they fail to align with these, they become unnecessary and can be considered nothing more than noise.

• Organisational Objectives

  Your organisational objectives are short-term aims aligned with organisational goals. When achieved, these enable you to realise your overarching goals. Organisational objectives must be set up to be SMART – that is specific, measurable, achievable, realistic, and time-based.

  

  • SPECIFIC: Define the goal as much as possible with no ambiguous language. Who is involved, what do I want to accomplish, where will it be done, why am I doing this (reasons/purpose), which constraints/requirements do I have?
  • MEASURABLE: Can you track the progress and measure the outcome? How much, how many, how will I know when my goal is achieved?
  • ATTAINABLE: Is the goal reasonable enough to be accomplished? how so? Make sure the goal is not out of reach or below standard performance.
  • RELEVANT: Is the goal worthwhile and will it meet your needs? Is each goal consistent with other goals you have established and fits with your immediate and long-term plans?
  • TIMELY: Your objective should include a time limit. "I will complete this step by month/day/year." It will establish a sense of urgency and prompt you to have better time management.

• Policies and Procedures

  Organisational policies and procedures work hand in hand. They guide employees in performing their roles and ensure that all efforts are aligned with organisational goals and objectives. Policies are rules and guidelines while procedures are the logical and clearly defined action steps that tell you how to enact your policies. Organisations have policies and procedures that would regulate communications within the organisation.

  Some examples of types of policies and procedures that relate to communication in the workplace may include:

  • Code of conduct – how employees are expected to behave in the workplace (including how they communicate internally and externally).
  • Communication style guide – outlines the look and feel of communication from the language used to the way it is presented
  • Privacy and confidentiality – rules around how the different types of information can be communicated
  • Digital communication in the workplace – rules and processes around what communication types are to be used for what purpose
  • Information management/protection – How information should be stored securely.
  • Social media etiquette – outlines rules governing how employees use social media as it relates to their workplace.
• Protocols

  Protocols are another organisational requirement worth discussing. These refer to the set of rules and standards your organisation prescribes to make sure that decisions are made in line with best practice. They are closely related to your procedures as your protocols essentially define the steps – the procedures – those employees are to follow to satisfactorily accomplish given tasks. Organisations would have communication protocols to instruct employees on how to best communicate in the organisation.

• Codes of Conduct

  Similar to workplace policies, codes of conduct within your organisation are a set of rules that outline the accepted norms employees must adhere to. Codes of conduct are more focused than policies, providing guidance on how employees should act in specific situations. Your organisation would have codes that teach employees acceptable ways to communicate in various scenarios.

• Organisational Reputation and Culture

  The final organisational requirements you must consider as you communicate are your reputation and culture. The reputation of your organisation refers to the way stakeholders – both internal and external – perceive the organisation. It is important to maintain a positive reputation so that people are more inclined to engage in business with your company. The way you communicate both internally and externally would influence the way your organisation is perceived. As such, it is crucial to keep communication efforts aligned with your goals, objectives, and desired image.

  Organisational culture, on the other hand, is the system of shared beliefs, values, and behaviours within an organisation. Communication is perhaps the most visible manifestation of organisational culture, and different organisations have different cultures for workplace communication. This reflects in the use of language, styles, and tones shared among employees as well as the practices in place to promote communication.

Legislative Requirements Relevant to Workplace Communication

Along with your internal requirements, you must consider the external requirements relevant to your workplace teams. These come in the form of legislation that has an impact on your communication. Legislation refers to the collective laws that give definitive guidelines for organisations to follow and the corresponding penalties should you fail to comply. Relevant pieces of legislation include:

• Anti-Discrimination Laws

  In Australia, there are several laws in place that protect minorities from discrimination. It is illegal to discriminate anyone on the basis of age, race, gender, sex, and disability. Anti-discrimination laws are applicable in several areas of one’s public life, including employment.

  Your organisation will develop practical policies and procedures and codes of conduct to comply with these laws. Communication will form a component of these documents with a focus on ensuring content does not include or imply any bias against anyone based on the criteria above. More generally it will require all communication be fair and equitable across all demographics in relation to its language, accessibility and tone.

  Further Reading
  To read more on anti-discrimination laws, visit the sites below.
  Age Discrimination Act 2004
  Disability Discrimination Act 1992
  Racial Discrimination Act 1975
  Sex Discrimination Act 1984

• Privacy Act 1988

  The Privacy Act 1988 (Privacy Act) is a law that aims to protect and promote the privacy of individuals. It is particularly concerned about how Australian Government agencies and organisations handle personal information. One particular section of the law merits further discussion as it discusses the use of personal information.

  • Part II, Division 2, Section 16A

    This section discusses the situations where it is permittable to share personal information. It is particularly significant because, by default, the sharing and usage of others’ personal information should not be done without their consent.

    The section recognises seven permitted general situations, these are:

    • to lessen or prevent a serious threat to an individual;s life, health or safety, or to public health or safety
    • to take appropriate action in relation to suspected unlawful activity or serious misconduct
    • to locate a missing person
    • to assert a legal or equitable claim
    • to conduct an alternative dispute resolution process
    • to perform diplomatic or consular functions (this permitted general situation only applies to agencies)

• Work Health and Safety Act 2011

  The Work Health and Safety Act 2011 (WHS Act) is a law that aims to protect the health, safety, and welfare of employees in the workplace. This piece of legislation protects all kinds of workers as well as other individuals who may be affected by the work being accomplished by these workers. The WHS Act outlines requirements every business must provide. These include:

  • consultation with workers
  • incident notification
  • inspect powers and functions
  • issue resolution
  • offences and penalties

As you can see from the points above, communication is a key piece of managing safety in the workplace. This includes the consultation process workers are involved in to understand safety policies and procedures, as well as the communication process required to notify and escalate risks, hazards and incidents.

It is important to note that when it comes to incident notification, the WHS Act provides guidance on the information that must be provided to regulators. This includes the specific information you must give through either oral or written form.

For instance, if you are giving notice via telephone, you must give the details of the incident as requested by the regulator. If required, you must also provide written notice of the incident within 48 hours of that requirement being made.

Selecting the Appropriate Communication Method

When it comes to selecting the appropriate verbal and written communication methods, there are several factors you must take into account. Your two main considerations are the audience and the type of information that you must communicate. More specific guidance on this includes:

Verbal communication

• Often used for scenarios that require more in-depth discussion and feedback
• Preferred for instances that require the use of auditory language to communicate information
• Including brainstorming, presentations and group meetings

Written communication

• Suited for scenarios that require the sharing of direct or explicit information
• preferred for instances that require the use of written language to communicate information
• includes sending documents, sharing and making announcements

• There are key work activities done in every organisation, and all of these require communication.
• These integral work activities include reporting, coordinating with clients, meetings, consultations, and training initiatives.
• There are different communication requirements for each identified work activity that you must sufficiently prepare for.
• You must properly identify as well as assign communication roles to yourself and to others to complete your identified work activities satisfactorily.
• You must properly establish the communication objectives of your work activities and seek assistance or clarification regarding these, as necessary.
• You must select the appropriate verbal and/or written communication method for reaching out to internal and/or external stakeholders.
• Your selection of communication methods must be aligned with the relevant organisational and legislative requirements.
• All communication should undergo a full grammar, spelling and punctuation check to minimise embarrassing errors.

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