Avoid 10 Common Mistakes in HR Communication

Happy Summer holidays! I am feeling recharged and ready for the second half of '09.

With the current economic cloud still looming over head companies may still face challenges when it comes to communicating with their employees. Usually, this burden falls into the laps of HR.

While relaxing and thinking about the challenges you may face during the remainder of '09 why not take a break and check out this articile written by Katie Badeusz, "Avoid 10 common mistakes in HR communications."

HR communications have big impacts on the work force; make sure yours are on target.

As organizations tackle rising health-care costs and work-force integration issues, effective HR communications is more crucial than ever.

Many people think of HR communications as tactical duties like creating policies and manuals, for instance. But “there are very big business issues in HR—like health care, compensation and layoffs—which generate the need for strategic communication,” according to consultant Laurie Barnes of Mercer Human Resources Consulting.

Barnes says that communicators can create a substantially positive change in an organization by recognizing some of the most common mistakes in HR communication and take the steps to avoid them.

Common mistakes in HR communications

1. Too much technical information. “It’s not uncommon for HR managers to get caught up in technical details and language when they’re drafting policies or negotiating new contracts.” However, it’s important for communicators to avoid using too much technical detail and language when presenting new information to employees. “Communicators must work to present information in careful detail so employees can understand it.” Streamlining detailed concepts and explaining them in terms that everyone can understand are the two most important aspects of clear communication, according to Barnes. This means using less technical language, and always explaining what a concept means for the individual and the company.

2. Not enough lead time. Communicators are often brought in to help right before management is ready to make an announcement. But communicators should be involved with new plans and announcements right from the start, according to Barnes. “Cutting short that upfront time puts communication objectives and messages at risk because it doesn’t allow the communicator enough time to learn about the plan.” Fix this mistake by always making yourself available to managers at the beginning of a process.

3. Messages aren’t personalized. Communicators should personalize information by tailoring it to specific departments or employees. Do this by determining how each set of employees will best comprehend information and explain it using the best vehicle for reaching that audience. Keep in mind that adult learners learn differently—some people need to hear information, some need to read it and others need to experience it in order to comprehend it. For example, the financial sector of your organization might prefer to see statistics on a chart, while the marketing or advertising sector may prefer to get their information in a visual and creative way.

4. ‘Why’ is not always explained. “HR communicators are habitually guilty of explaining policies without clarifying the ‘why,’” Barnes explains. This means that sometimes communicators forget to explain the reason we’re doing something when we announce a change or new piece of information. “Don’t leave your audience in the dark,” Barnes warns. This will only lead to questions, confusion and disengagement. When communicating, be open and honest with employees upfront and tell them why something new is taking place.

5. Not enough opportunities for feedback. Communicators forget to implement opportunities for feedback in their communications plan. Barnes suggests incorporating surveys, blogs, question and answer sessions, town hall meetings, and other outlets and opportunities for two-way communications into your communications plan.

6. HR communicators don’t do enough research upfront. “Communicators can usually anticipate what 80 percent to 90 percent of their work force is going to say about a change or new policy. But that 10 percent to 20 percent that can’t be predicted can make or break the communications plan,” Barnes says. “We must try and understand the work force as it relates to a particular issue before we communicate.” For example, research your audience by developing a survey on how they prefer to get information about internal policies, benefits, compensation plans, etc.

7. No leadership support. “It’s really important from a change-management perspective that leaders of an organization understand and stand behind what communicators are doing.” Obtain leadership support by addressing your issues to management, and explain how the issues will be communicated. Communicators should also incorporate managerial duties for each communication plan so employees can see upper level support and involvement.

8. Employee impact isn’t considered. During the development of a new communications plan, communicators should ask themselves questions about how employees are going to respond. This is an essential part of any communications process because this consideration can change the way things are communicated, according to Barnes. Communicators should personalize their messages to different departments and address issues in ways that best relate to their audience.

9. Too much spin is put on messages. “Employees for the ages can recognize a line when they hear it,” Barnes says, so we always tell our clients that honestly is the best policy.” Spin gives your employees an opportunity to contradict what is said and identify an aspect of the message that isn’t completely transparent. Avoid confrontation by keeping communications as clear, specific and honest as possible.

10. Lack of ongoing enforcement. “We often forget to tweak and continue our messages throughout the program,” Barnes says. Health care, benefits, retirement and work force issues are all things that can’t be communicated effectively with a one-shot communication. Continual communication is critical in order to get employees to understand all facets of operations. Make sure you are incorporating ongoing communication opportunities into your plan. For example, host meetings throughout the year to reinforce policies and procedures and give employees the chance to ask questions.

Enjoy the rest of Summer and see you in the Fall.

Michael Conforme