Mata kuliah : 00324 – CRISIS COMMUNICATION AND PUBLIC
RELATIONS
Tahun : 2010
Pertemuan 7 - 8
By: Dr. Dominikus Tulasi, MM.

( Kim Harrison, 2008: 281 )
The main goals of employee communication are to:
 Create among all employees an understanding of the organization’s vision, mission, goals values, and achievements.
 Keep all employees informed on significant developments of organization
 Solicit and encourage employee input for continuous improvement
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 Satisfy employees’ desires to be kept informed and to participate in the organization’s formal and informal activities.
 Generate a positive attitude to work. Support vision, mission, policies and equip them to do their job effectively
 Communicate a cohesive view of the business priorities of the organization and the need for change.
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( Kim Harrison, 2008: 281 )
Communication takes place continuously, not just in a series of programs or projects. Employee communication happens every minute of the working day, mostly through the informal exchange of meaning or understanding between at all levels of the organization. Meaning is created through all interactions between staff.
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( Kim Harrison, 2008: 281 )
Strategic Communications need to address the ensuring issues in a systematic way:
• The physical work environment: office space, equipment.
• How many managers spend their time, who they talk to.
• Employee behavior that is recognized, rewarded, reinforced or ignored;
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• What is emphasized in work systems and procedures;
• What gets measured by accounting and performance management systems;
• The unwritten values of the organization in contrast to the formal values promoted by management
• The extent to which managers and supervisors model espoused behaviors.
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1. JOB
RESPONSIBILITI
ES ( WHAT’S MY
JOB ?)
Employees want information about their job and the skills required, and
Access to information to help them do their jobs.
2.PERFORMANC
E FEEDBACK
( HOW AM I
DOING ?)
Employees want their supervisors to tell them how well they are
Progressing and how to improve.
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3. INDIVIDUAL
NEEDS ( DOES
ANYONE
CARE ?)
Employees want to know about career development opportunities,
Training and advancement avenues, salary packaging & work conditions.
They want to be recognized and valued for work well done.
4. WORK UNIT
OBJECTVIES,
RESULTS ( HOW
IS MY TEAM
DOING ?)
Employees want to know how they fit into the team & their expected
Contribution, how the team is valued
& how well it is progressing…..
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(
5. VISION,
MISSION &
VALUES
WHERE ARE
WE HEADED ?)
Employees want to know what is the organization is trying to achieve,
How well it is doing, and how their work fits in with the organizational
Mission and goals…..
6.IMPOWERME
NT ( HOW CAN I
HELP ?)
Employees want to know when they can use their initiative, they want
Their opinions to be sought, and they want to contribute their ideas and
To be consulted about work changes.
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WHO SHOULD COMMUNICATE
( Kim Harrison, 2008: 282-283 )
However, some general findings tend to apply:
• The CEO should be the person communicating about the future direction of the organization.
• The Immediate supervisor should communicate about the job, provide feedback, and advise on training& development.
• Team meetings are favored for discussion on local issues, interaction with other teams, for news on competitors.
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• Business unit heads should communicate about business unit matters at a high level.
• Subject matter experts such human resources and industrial relations managers should speak on specialist topics such as superannuation and industrial relations changes respectively.
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( Kim Harrison, 2008: 286 )
The CEO should communicate with employee by:
• Communicate how the pressure of events has forced the need for change;
• Communicate their personal vision;
• Report progress towards organizational goals;
• Be proactive by focusing on the future;
• Set the example by modeling desired behaviors and hence values;
• Visit, seek out views, listen and talk with staff;
• Manage communication as an ongoing process
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( Kim Harrison, 2008: 286 )
The CEO should communicate with employee by:
• Discussing issues with frontline supervisors and managers
• Holding small-group discussions and genuinely listening to staff;
• Holding ‘roadshows’ with no holds barred questions;
• Using broadcast emails and voicemails on a regular basis and as required by circumstances;
• Explaining face-to-face while using print communication to confirm details;
• Using external media to also reach employees.
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( Kim Harrison, 2008: 303 )
Core interpersonal competencies for managers are:
• Satisfactory providing direction to employees
• Adequately demonstrating active listening skills
• Effectively motivating employees
• Seeking feedback from employees
• Giving constructive feedback to subordinates
• Acting on feedback from employees
• Managing conflict with and between their staff;
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( Kim Harrison, 2008: 303 )
Managers should share information with employees:
• Job information
• Personal information, is performance management
• Operational information
• Strategic information
• Upward information
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Fife Common Problems found in employee communication:
• Managers dictates to employees too much and listen too little;
• Managers assume employees understand, agree with;
• Too much of the content is of concern to managers, but not to other employees.
• Too much propaganda is communicated and doesn’t confront the need for change
• Managers, especially, senior managers, are too secretive.
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