One of the vital signs of organizational health is communications. How many times have you heard: "Oh, it's just a communications problem"? That makes it sound as if there is really no problem at all. So the discussion moves on, and the loop is still open. Fostering quality communications is the principal role of the chief executive officer and her leadership team. Communications in all its forms should be at the top of every CEO's checklist.

One of the most overlooked, avoided, and delayed aspects of communications is failure to close the loop. This can take many forms. Some are well planned and intentional; others unintentional; and some just happen out of lack of initiative or courage. When leaders, especially top-level leaders, allow communications to be fuzzy or fail to follow-up on a question or issue they know is unresolved, they promote poor communications and affect immediate and longer-term morale, productivity, and profitability.

I was recently in a client meeting where the discussion was about clarifying positional responsibilities in terms of authority and accountability. After the discussion seemed to go in several contradictory or confusing directions, the CEO intervened by saying: "We have the opportunity here to clarify and avoid later assumptions about our expectations for this position." For fear of offending the boss, a subordinate, or another team member, too often leaders shrink from clarifying confusing communication. Sometimes it feels as though they fear too much clarity because it may not be what they want to hear.

No matter where you are in the company pecking order, here are some important principles to keep top of mind to close the loop:

• As in the CEO case above, with careful thought, most efforts to promote clarity can be phrased in ways that are not offensive and advance thinking and understanding. Note that the CEO's comment was not technically a question. It was simply an observation that was phrased in terms of collective benefit and was cast in terms of possible positive outcomes for all.

• Ask the question in your mind. If you don't understand, you may be in the majority, and the answer will help you, your colleagues, and maybe even the speaker himself.

• Avoid language that attacks another, either in terms of personality or intelligence. Focus on promoting understanding the issue, the process, etc. Language that attacks the person is hurtful and often discourages communication and therefore understanding.

• Remember communications is really about understanding, not just transmission of information.

• People can't perform effectively if they don't understand the mission, goals, and expectations.

• If you ask a question and the answer doesn't compute, dig deeper into your resources and re-state the questions in terms that the speaker can more easily understand.

Growing employer optimism about 2011 staffing expectations is certainly encouraging and underscores the need for getting the recipe right the first time.

All too often hiring managers devote insufficient time and energy to completely and accurately defining specific job requirements up front. In the haste to get a position filled, supervisors focus mainly on the technical specifications and pay less attention to other important aspects of the job. On the out-bound side, it is well known that terminations most often occur as a result not of technical deficiencies, but of "poor fit" in terms of team skills, personality, and inability to adapt to company culture, etc.

Here are key considerations to save precious time and money in getting the right person the first time:

• Write a focused job description that clearly delineates duties and responsibilities.
  
  
• Get the recipe right. Write down the job specifications in priority order. Have others who know the job rigorously critique the specs. Don't gloss over non-technical aspects. Rewrite until it's right.
  
  
• Make sure your ad matches the specs.
  
  
• Advertise in the right places depending on whether it's exempt, non-exempt, professional, technical, administrative, industry specific,etc.
  
  
• Examine applicants against the recipe. Check the specs. Avoid the natural temptation to examine candidates against one another.
  
  
• Conduct thorough, consistent interviews of only those who meet the specs. Drill down to the center core. Don't be afraid to ask hard questions. Dig for information that tells you how he or she will do the job. Second interview for loose ends.
  
  
• Prioritize applicants in terms of how well each meets the specs.

• Make the offer contingent on favorable references.

A recent National Labor Relations Board (NLRB) case points up potential vulnerabilities created by employee use of social media on and off duty.

While the case has several dimensions, it underscores the prudence of employers communicating guidelines for use of social media like Face Book and others in ways that might otherwise be harmful to employees or other constituencies, directly or indirectly.

The case involved an employee terminated for making remarks about her supervisor on her Face Book page. Among other observations, the NLRB took the position that the employer violated the employee's rights since the communication took place during non-working time and without employer provided equipment. There were other allegations as well, including the employer's failure to allow the employee union representation during an investigation of the matter.

Along with company cyber policies governing employee use of employer computers, Internet, email, phones, copiers, etc., you may want to articulate the company's position on the use of social media when there are implications for other employees, customers, and other constituencies. This area is of course sensitive since employers have limited influence when it comes to what employees do on their own time and equipment. On the other hand, providing no guidance on such matters where an employee may refer to the company, customers, or other employees can result in allegations of hostile work environment and other matters that negatively impact morale and organizational health in general.

If your handbook doesn't address social media, give us a call. For more on Policy Development.

Warm regards

Dave Martin

610-869-4494

HRA Services, Inc.
www.hraservices.com