Why Does Communication with Employee Matter
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Why does communication with employees matter?
This factsheet looks at internal communication rather than external communication (for example, with customers, investors or other stakeholders). It may be helpful to read it in conjunction with our factsheet on ‘employee voice’ which covers the history of employee involvement, the mechanisms of two-way communications, and its potential benefits. Our factsheets on employee voice, engagement and branding are also relevant. * Go to our Employee voice factsheet * Go to our Employee engagement factsheet * Go to our Employer brand factsheet
Two-way communication involves management talking to employees, and listening to responses and taking action in relation to those responses. Good two-way communication can help to build the psychological contract, in which employees feel valued by their employer, and the employer values (and is seen to value) their employees’ contributions. Our factsheet gives more information. * Go to our factsheet on the psychological contract
Communication is an important aspect of employee engagement. The two most important drivers of employee engagement identified by CIPD research into engagement levels emphasise this need for dialogue. They are: * having opportunities to feed upwards * feeling well-informed about what is happening in the organisation.
These, in turn, promote better performance, employee retention and positive emotions towards work.
Poor communication, on the other hand, acts as a barrier to engagement. Our research on creating engaged employees has identified these barriers as being a lack of fluidity of communication and knowledge sharing, and poor visibility of senior management and quality of downward communication. * Go to our survey report How engaged are British employees? * Go to our report Creating an engaged workforce
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A strategic
Why does communication with employees matter?
This factsheet looks at internal communication rather than external communication (for example, with customers, investors or other stakeholders). It may be helpful to read it in conjunction with our factsheet on ‘employee voice’ which covers the history of employee involvement, the mechanisms of two-way communications, and its potential benefits. Our factsheets on employee voice, engagement and branding are also relevant. * Go to our Employee voice factsheet * Go to our Employee engagement factsheet * Go to our Employer brand factsheet
Two-way communication involves management talking to employees, and listening to responses and taking action in relation to those responses. Good two-way communication can help to build the psychological contract, in which employees feel valued by their employer, and the employer values (and is seen to value) their employees’ contributions. Our factsheet gives more information. * Go to our factsheet on the psychological contract
Communication is an important aspect of employee engagement. The two most important drivers of employee engagement identified by CIPD research into engagement levels emphasise this need for dialogue. They are: * having opportunities to feed upwards * feeling well-informed about what is happening in the organisation.
These, in turn, promote better performance, employee retention and positive emotions towards work.
Poor communication, on the other hand, acts as a barrier to engagement. Our research on creating engaged employees has identified these barriers as being a lack of fluidity of communication and knowledge sharing, and poor visibility of senior management and quality of downward communication. * Go to our survey report How engaged are British employees? * Go to our report Creating an engaged workforce
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A strategic