employee newsletters

Employee Communications Adds to the Bottom Line

Managers need to move employee communications off the “to do” list, where it stays too long, and into to the “done” column.(Note: This column first appeared on CFM’s website in October 2003. It remains an important message.)

Communicating effectively with employees always is high on the "to-do list" of managers. Too often that is exactly where it stays.

A recent [2003] Roper study finds a substantial gap in perceptions between employers and employees on how well management communicates internally. Fifty-five percent of employers give themselves an excellent rating, with only 35 percent of employees agreeing with them.

Management isn't unwilling to communicate with employees. But it tends to overestimate how well the organization communicates and underestimates the potential problems poor communication creates.

You can typically identify a weak communication program when there is a heavy reliance on a newsletter primarily consisting of birthdays, babies and bowling scores. Or worse yet, it is loaded with personnel policies, administrative directives or "executive speak" that has no meaning or relevance to most employees.