MANAGERS ON MANAGEMENT:FOR FAR too many companies, communicating with staff means the occasional weekend "love-in", an awkward drinks party around Christmas, a modest bonus once in a blue moon - and other than that, silence.
But paying lip-service to the idea of communication and then doing the absolute minimum is a big mistake, says Jason Kennedy, managing director of Manpower Ireland. The fact is that grudgingly delivered half-measures can actually damage morale instead of improving it. "In business terms and in terms of management style, this is closer to my heart than absolutely anything else," Kennedy says. "It's closer than efficiency, revenue growth, margin contributions or even profitability. For me, communication comes first."
From any senior manager in a Fortune Global 500 company such as Manpower, that's a big statement. But, for Kennedy, it's a no-brainer: communication is linked to morale, morale is linked to productivity, and productivity drives the bottom line.
"We operate in 80 countries around the world and we do a lot of internal research which consistently shows that what concerns staff most - the number one concern - is that they're recognised for the work they do. "When we drilled down into that, we found that that recognition might be something as basic as a quiet word or two from a line-manager, a mention on the staff website, or maybe a present of a dinner out - some simple sign of appreciation. Nobody is looking for a brass band . . . "At the same time, that need for recognition ranked ahead of training and development, in second place, and career advancement in third - with salary and benefits coming no higher than fourth.
"So contrary to what some managers believe, staff are not always looking for bigger and better rewards. They're simply asking their company to acknowledge the work that they do for it. And that's something that cannot and should not be ignored."
Interestingly, he says, their surveys also show staff typically want help to improve their skills when they feel there are areas in which they are deficient - as long as they are confident that asking for that help won't reflect badly on them.
"That's where coaching comes in - as long as it's presented as a service that's available to help everyone become better at their job, rather than something that they're singled out to do because they're not good enough."
Having recognised the importance of communication, the next job, advises Kennedy, is to give staff a genuine say in how things work and how they can improve.
"For instance, we have a confidential people survey every year, where staff are asked to rate the company anonymously on issues such as its leadership style, the trustworthiness of its managers, its organisation and culture and its working environment . . .
"When we get those results, we can seen how they compare to the previous year, how they compare from one country to another, and how they live up to external best practice. And whether they've improved or worsened, the senior managers in each country are accountable.
"However, it's the staff who get to make the changes where the survey shows a consensus for improvement. A working group will be asked to look at the issue - either on their own or in tandem with management, the choice is theirs - and table proposals for change. And of course those will be duly tested the following year."
The real test of internal communication comes when a company faces a tough business climate. "I guarantee you that every man and woman in this company, bar none, understands the challenges we're facing. They also know that the measures we needed to take have already been taken - and because of the way in which we communicate, I believe that they trust me."
petercluskey@yahoo.fr
Name:Jason Kennedy
Company:Manpower Ireland
(www.manpower.ie)
Job:Managing director
Management advice:There's nothing more crucial for the morale of a company than good communication
• Next week: Corporate troubleshooter Sir Gerry Robinson on why the aim of senior managers should be to "do less".
