Drive For Change Website
Last updated: 24/3/2006
To be successful in engaging with employees, there must be effective communication systems in place. This was a clear finding from all four case studies.
Communicating something once is never enough. A single message rarely reaches everyone it needs to reach. Each message may have to compete for attention with hundreds of others. It can't be said often enough - repeat, repeat and repeat your message. Your message must be repeated that the goal is to improve the quality of service.
Everyone in the organisation needs to know what is happening. People resent hearing about things after the event - it implies their views and input do not count in bringing about change. Take time to include people who may not normally get to hear about proposals for service redesign - even if they are not directly affected. Face-to-face communication is highly valued by employees. Especially when changes are being proposed or implemented, people like to hear from and be able to talk to their managers, including senior managers.
In Sheffield one of the results of their communication workshop was a prioritised list of ways of communicating with all stakeholders such as internal and external news letters, personal joint communication by unions and managers to all staff. This helped to ensure that employees in different parts of the organisation heard about the project and had an opportunity to be involved. This helped to drive forward service improvements. Josie Bennett, Head of the Joint Learning Disabilities Service at Sheffield Social Services, said that the "Improved communication between staff" had led to "more informed workers supporting the people-centred approach".
Good communication reduces uncertainty and puts paid to the rumour mill. It is always harder to correct misinformation than to get the right message out in the first place.
Managers and unions should generally communicate the changes on a joint basis to provide a consistent message and promote a unified approach. Avoid separate and inconsistent messages going out from one side.
There will be times when separate communications are more appropriate, such as formal union consultations with members and direct information provision to service users. It is beneficial for the partners to agree some ground rules about this, to avoid misunderstandings and possible damage to the relationship.