How can you help employees understand their role in the company's success?

Can we just get real? It’s not that hard. I hate the buzzwords - engagement, change management, employee experience. Effective employee communication is like any effective communication between one human to another. Be honest. Be transparent. Invite feedback. Don’t be thin skinned. Listen. Learn. Be open. Speak in plain English (or any other language). Know your audience. Put yourself in the employee’s shoes and recognize not every employee wants/needs the same thing. Employee comms - whether in person or powered by the most innovative technology - is just a way of connecting with other human beings. Let’s get back to basics and just talk to each other.

Communicate each employee’s specific responsibilities and show their connection to the company's broader objectives. Provide consistent feedback (very important) that underscores the significance of their individual contributions to the company's achievements. Encourage participation in decision-making to reinforce their role in driving the company's success.

1. Clearly communicate company goals and each role's impact on these objectives. 2. Offer role-specific training, highlighting contributions to the company's mission. 3. Provide regular feedback and performance reviews. 4. Encourage ownership and autonomy in their roles. 5. Recognize and reward significant contributions. 6. Foster open communication for feedback and suggestions. 7. Share real-life impact stories to demonstrate the value of their work. 8. Involve employees in relevant decision-making processes. 9. Create a supportive and positive work environment.

This is a very top down approach and one that is outdated and not helpful. Modern organizations work in partnership with their people. Therefore design time and space for insights, advice and ideas to flow from Leaders, Managers to teams and back up. Connect and open up conversation around what all parties can expect from on another in terms of delivery. This is not just focused on employees. Leaders and Managers need to step up and own this as well. Addressing skill gaps, threats and risks to the project early is essential and is a valuable piece of work to be undertaken as a connected team. This is done at an individual level, but also department and whole of organization level.

Y es importante que la retroalimentación sea 360. Los empleados también han de valorar a sus responsables, siempre de un modo constructivo.

The key here is ...KPIs that align with the vision and values. Oh how I've seen so many times that they don't. When you talk about taking care of people and building relationships and then have KPIs that don't allow you to do either, employees will immediately call BS and begin to check out or they just won't trust you anymore.

If you want people to care about the outcomes and impacts they need to be involved at every touch point, including the early design and planning phase. This means in this example - connecting with employees to understand their workplace reality positive and negative - how this communication will impact on how they work day to day - any historical experiences that will shape how employee engage with the plan - co-designing roles to best respond to new expectations and changes This is best done in person, face to face having genuine conversations. Meeting this way conveys commitment and willingness to listen. It is also effective in picking up misinterpretation in real time and answering concerns.

And if you solicit feedback and input you need to be prepared to implement their ideas, or explain why you won't. Don't solicit feedback to check a box if you don't plan on acting or communicating your decisions. Employees want to contribute and be involved but there's also a line that you don't want them to cross and they certainly don't want to cross. They don't need to see everything behind the curtain, nor do they want to.

Encouraging open communication channels ensures that every team member feels heard and valued, fostering a collaborative environment where diverse ideas can flourish. Clearly articulating the organization's vision and goals helps align individual efforts with overarching objectives, instilling a sense of purpose among employees. Providing ample opportunities for training and development not only equips them with the skills needed for their roles but also communicates a commitment to their professional growth. Empowering employees involves delegating responsibilities, granting autonomy, and recognizing their contributions, cultivating a sense of ownership and accountability.

Acknowledgement is key but also use this as a time to tell a new story where possible. This is where I start. What was different about this approach? How were employees involved? What were the outcomes and impacts of this and how? Key challenges and how were these overcome - who was involved as part of the solution? What did the organization learn and how will this shape the organization in the future?

I like to start with the value and motivation.....effective communications is grounded in seeking to understand...so sharing the conversation of value...and the "us" factor

Here's an example of mine. There's a non governmental organization in my home country that I was contracted to manage their team. I realized that these employees are doing so phenomenally great individually. I pulled up a suggestion to host event workshops and appreciation banquet for them. Their input does not have to be overlooked but celebrated. This method has been adopted to commend every effort contributed by the employees. It is a win win strategic approach which I believe will yield long term results and foster relationships.

Start from the beginning. Understanding one's role should start at the onboarding phase. This also applies to the internal transfer and mobilization. Although internal transfer employees are more adaptable to their BAUs (Business As Usuals), the first 100 days in the new roles should be treated as the same as the onboarding phase. Besides the usual On-the-job-training, mentoring, coaching, buddy system, here are several other things to make job roles adoption smoother in case of transition happen: 1. Proper knowledge transfer (if possible) 2. If not, refine your Knowledge Management infrastructure with adequate documentation and archivings 3. Due diligence on the offboarding process for replacement roles 4. Periodic job role evaluation

Be careful what you wish for. I once implemented an anonymous question submittal form to address employee's questions at our annual meeting. There were some tough ones. I verbally read and answered every question and if the information that was asked for was confidential, that's how I answered. Uncomfortable? Sure, at times, and I'm sure not everyone liked the answers. But they asked for it. :)

Here's another aspect to consider. Harnessing the power of team work and bond. This contributes immensely to the unity of every team and how each task is being carried out collectively. Team work does not segregate anyone but rather has an effect on the results to be achieved.