Part A: Communication planning portfolio
JKL industries deal in the selling and leasing of forklift, small trucks and spare parts. The company is based in Australia with headquarter in Sydney and operates in six Australian cities.
The current change issue is related to engage in the sales of medium and large trucks owing to strong sales growth and focus on retail sales and exit from the rental market as after 12 years the company has managed to negotiate sales rights from suppliers (overseas) and there has been decline in the rental market due to reduced vehicle costs and taxation benefits to the purchase of forklifts/ small trucks to the buyer.
The current change issue requires change in organization structure, and upgrade of knowledge and skills of rental/ lease workforce for retail sales. There is communication and consultation needs as the company has history of employee grievance in relation to the pay and work conditions, lack of information management approach to make organizational member understand and aware organization values, team goals and develop strategic relationship.
There is also poor communication as employee has slow response towards customer needs, slow implementation of ideas, inadequate use of modern communication technologies and insufficient consultation, poor employee engagement and accountability which contribute in the prevalence of negative culture that affect the process of change management and business goals.
Thus, the role of Communications Consultant is required to tackle these problems. In the role of communications consultant, I have task to review the existing strategies, update them and establish an effective communication strategy for communication management and information flow both internally and externally.
The operational and strategic plans of JKL industries emphasize on the practices of good management that offer value to its customers and investors. The plan is to establish the company as a key supplier for medium and large trucks retail sales to tackle the existing market competition.
The operational plan is to lower cost during the change from rental market exit, human resource processes for up-skills or re-skills and internal recruitment, and capability development. The strategic plan is to improve business profitability.
The stakeholders are JKL industries owners, employees, investors, suppliers, forklift drivers, customers, community and the government. The logistics companies, automotive industries, and road, railway and aviation transport companies, companies dealing in food, operating in ports and docks are the key customers of JKL industries.
- To increase the employee understanding and awareness towards the organizational values, ethics, objectives, and team goals to gain support for organization change initiative and goals.
- To put in place an effective communication policy for open and two-way communication in between the lower and middle employees level and upper management to improve workplace communication
- To maintain a continuous flow of information across organization using modern communication technologies for improved response to customer needs, speedy implementation of ideas, fast decision making and implementation to tackle performance related issues at an early stage.
- To update workforce grievances procedure to improve employee relations at JKL industries.
- Senior Managers
- Low level and middle level employees
- Work Teams
- Human resource manager
- Verbal communication methods involve open team meetings, face to face discussion, group meetings and videoconferencing.
- Visual communication methods with the use of visual aids and demonstration videos for the advantages and effective use of communication technologies at workplace
- Written communication involves emails, employees’ instruction sheets, bulletin board, newsletter, display board and internal team communication system.
Provisions to facilitate bottom-up consultation:
To smooth the existing process of consultation from employee to managers and senior managers the employee consultations can be done considering the needs of the employees for their work conditions, health and safety needs, pay expectations and their dilemma over existing position in rental division and new job role in retail sales and expectation of performance.
Another provision is to encourage employee engagement activities through shared learning and work collaboration (Mishra et al., 2014) to remove the communication barriers.
The grievance procedure for its consistent and effective application by managers for JKL employees’ complaints and injustice is as follows:
The first step is an informal meeting with the grieved employee to listen to the complaints or accusations with the immediate supervisor (Gomathi, 2014).
The next step is to discuss the issue of grievance in a face to face meeting with division manager, communication consultant and HR manager in the presence of the employee and chosen employee colleague (Walker and Hamilton, 2011) and supervisor to identify the factors and facts that lead to the situation and to facilitate open discussion to resolve the grievance issue.
The following step is to get the grievance from the employee in formal written compliant form in case the informal and formal meeting does not come to a decision. The written form is addressed to the employer listing the concerns and cause of dissatisfaction and appeal for decision towards it and a copy is send to the division manager and HR manager.
The next step is to convey the management decision in face to face meeting with employee by arranging a meeting and also given in written form. The last step is request for arbitration if the employee is not satisfied with the management decision (Walker and Hamilton, 2011).
- Audience needs and relevant interpersonal skills needs required
- Understanding of the organization value, ethics and goals and team objectives
- Employee concerns over their job security and job role for rental market exit
- To know reason behind organization re-structure and withdrawal from rental business
- Employee support and motivation during the change phase
- Improved communication among employee-managers
- Guidance for grievance procedure
- Training needs for retail sales job
Skills includes active listening skills, consultation skills, communication skills both oral and written, interpersonal skills, analytical skills, negotiation skills, conflict resolution skills and people management skills.
- Organizational needs
- Robust communication strategy
- Remove barrier of communication across all organization level
- Uninterrupted flow of information to ensure work responsibilities are met
- Employee engagement activities
- Positive culture and collaborative work environment
- Proposed approach to communication and consultation to meet these needs
- Verbal communication approach that involves face to face discussions and group lunch meetings
- Written communication approach that involves email and internal communication chat system
- Education given to employees and managers for grievance reporting procedure
Gomathi, S., 2014. A Study on Grievance Management in Improving Employee Performance in a Pvt Enterprise. Mediterranean Journal of Social Sciences, 5(20), p.20.
Mishra, K., Boynton, L. and Mishra, A., 2014. Driving employee engagement: The expanded role of internal communications. International Journal of Business Communication, 51(2), pp.183-202.
Walker, B. and Hamilton, R.T., 2011. Employee–employer grievances: a review. International journal of management reviews, 13(1), pp.40-58.