Week Three Learning Log - Sections One and Two: Communication Audit Analysis and References

Section One:  Evaluation of Communication Audits

Communication audits evaluate the effectiveness of how well information is being relayed in a corporation.  It measures work and organizational effectiveness though interviews, surveys, critical incident reviews, network analyses, observation, document reviews and/or focus groups (Ulrich, Younger, Brockback & Ulrich, 2012).  It really is designed to identify communication gaps to ensure the business runs most effectively. 

There are several documents and tools that can be used to relay information.  They should be used to reduce ambiguity and to provide clear instructions and dates, and guidelines. Business plans, employee manuals, clear job descriptions, policies and procedures, training and the internal web site are all areas to relay this information (Hulett, 2007).  Solid communication is key to ensuring the right information is being relayed.   While business plans consist of the company goals, employee manuals outline employee behavior rules, job descriptions consist of required duties and tasks, and procedures are specific job duty instructions.  Good training is the cornerstone of increasing employee awareness of job functions and legal/compliance requirements, and the internal website is a perfect medium for non-urgent information to avoid a plethora of interoffice email which could easy get lost in the number of more important business-related messages.  

While communication audits are not performed to my knowledge in my organization, I can certainly see the value of them.  We are a smaller organization and while I can definitely see how a communication audit on a larger scale for a big corporation could be integral in ensuring adequate notification of important information is being administered or relayed, I don’t want to dismiss the fact that it would be beneficial.  I certainly thing even in my company of around 20 full time employees and a handful of part timers, interviews or focus groups could work. Surveys could be done as well, but it would have to administered in a way to ensure anonymity, as I think a few employees would fear being completely honest as we are all very familiar with each other.  In fact, I wonder if that’s why our suggestion box isn’t used often for fear of being identified. 

Hulett, K. J. (2007). Conduct a communication audit. Journal of Financial Planning, 17. Retrieved from http://search.proquest.com/docview/217545855?accountid=33575 

Ulrich, D., Younger, J., Brockbank, W., & Ulrich, M. (2012). HR from the outside in. New York: McGraw.

Section Two:  Identify and describe what resources you have accessed outside of the materials this week in order to complete assignments or expand your knowledge of the topics addressed this week.

Some of the resources I used for my discussion questions and analysis this week are as follows:

Fairest, J. (2014). Leading employees through major organizational change. Ivey Business Journal, 5.  Retrieved from http://web.b.ebscohost.com.necbproxy.egloballibrary.com/ehost/pdfviewer/pdfviewer?sid=0aed319d-f9cf-4d1e-bb75-626d6e67fa05%40sessionmgr110&vid=2&hid=124

Fairest details in this article an example of a major organization change his corporation had to transition through.  He discussed the importance of advance, detailed communication, and preparation of employees through major change.  He also encouraged the use of identifying certain team leaders as 'change agents' to help coach their respective departments through big transitions.  

Jain, M. (2014). Performance management: Linking rewards to performance. Journal of Social Welfare and Management, 6(1), 41-44. Retrieved from http://search.proquest.com/docview/1543471463?accountid=33575

This writing discusses how efficient, timely rewards are linked to motivation and increased performance.  It also suggests that a reward system may be aligned with HR practices by attracting high performers.  It also may serve as an incentive for accuracy in their work and employee retention.

Nour, D. (2010, Jan). Put top talent to use in your organization. Nonprofit World, 28, 10 11. Retrieved from http://search.proquest.com/docview/221329012?accountid=33575

Nour outlines several fundamental motivators that leaders must recognize to effect change. One of the primary motivators is respect for the employees' personal lives and goals.  It analyzes how by improving the employees' lives in the workplace, and listening to their thoughts and opinions, that the leader's influence grows as well as team motivation. 

Reichers, A.E., Wanous J.P, & Austin, J.T. (1997). Understanding and managing cynicism about organizational change. The Academy of Management Executive, 11(1), 48-59. 

The authors draft an interesting article which discusses employee response and behavior to significant changes in the organization.  Negativity surrounding such changes can affect productivity and employee motivation.  Increased management effort to mitigate some of these effects by increasing communication and ensuring employees have a thorough understanding behind the reasoning of changes and the plan will be ultimately beneficial to the company as a whole.

Thompson, M. A., Lemaire, K. C., Jacob, T. W., & Gubman, E.,. (1996). The role of competencies in an integrated HR strategy. ACA Journal, 5(2), 6. Retrieved from http://search.proquest.com/docview/216360113?accountid=33575 

The importance of HR being flexible in an environment which is constantly changing is reflected in this article.  Focusing on competencies which directly contribute to the success of the organization, and being aware and responsive to shifting priorities, will be more likely to foster a competitive advantage.