Standard Modes for Communication
Standard Modes of Communication Purpose To provide direction on the best practices for utilizing various communication tools to ensure efficient and professional communications.
Types of Communications Name Mass E-Mail
Description E-Mail that goes out immediately to the entire organization. This should only be used when everyone needs the information quickly.
When to Use It - IT updates - New employees / Leaving employees - Process updates that impact everyone
Instant Message
Instant message intended for quick response. This is not intended for long conversations or non-work related information. Remember that IM’s interrupt the person receiving the message. Don’t flood people with unnecessary IM’s.
- Planned / scheduled conversations to help with workflow
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E-mail can be directed to the right people who need the information at the right time. Do not expect an instant response to e-mail. Use good subject lines so the recipient knows how to handle the email.
- Detailed office communication - Communication that requires a record or where the information may need to be accessed again in the future - Immediate read / response is required
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E-Mail
Text
Texting used for work related information.
Visit
Visit to another person’s work area or office. Dropping by a person’s office to chat can really impact productivity for both parties. Use this approach cautiously and only when the information is important or when the person is obviously not busy. Regular meetings are designed for sharing information
Meetings
©2016 People Centric Consulting Group
- Planned collaboration on projects or work - Social visions when the other person is clearly not busy - Time critical emergency - When an outside visitor is involved - For workflow collaboration - Status updates - Team brainstorming
When NOT to Use It - Information that does NOT impact everyone - Do NOT reply all to mass emails
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If information needs to be saved or recorded If information is detailed Personal conversations
Lots of personal e-mails Forwards of non-work related emails When instant response is required.
If information needs to be saved or recorded Detailed messages “Quick” questions that don’t really require an immediate answer When the other person is in “flag time”
> 30 second one:one discussions that don’t require the rest of the team
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People Centric Consulting Group Standard Modes of Communication Updated August 2016
Misuse of Communications Communicating efficiently helps ensure that each employee can get and receive the information they need throughout the day with minimal interruptions. If someone is utilizing communication in a way that is disruptive to your day, here are a few tips for dealing with it. NOTE: These recommendations do NOT cover offensive or harassment communication. 1. Be positive – Interrupting or poor communication can be frustrating. However, most of the time, the person sending out that communication is not intending to frustrate anyone. Keep this in mind as you address the issue. 2. Engage the problem – For very minor issues, it is easy to let things go, but if communication problems persist, don’t be afraid to address it early. As long as you remain positive and constructive, engaging the problem head on should be quick and easy and prevent bigger problems later. Communication issues can quickly add up and create other problems. 3. Go directly to the source – Constructively talk to the person sending the communication and let them know that you would prefer a different form of communication or that you don’t need that information in the first place. 4. Talk to your team – Bring up the issue in a team discussion. The tone should not be accusatory, but more of “how can we improve this?” Sometimes communication issues are really miscommunications. For example, a person receiving seemingly unrelated information might not really understand that the information does impact their job. Highlighting and discussing these issues can correct these misunderstandings in a positive way. 5. Talk to your Supervisor – Some issues require a higher level of engagement to resolve than others. For example, a supervisor might be able to better define your role in the company and get you off an unrelated group list. A supervisor might also be able to coach you through handling difficult communication issues.
©2016 People Centric Consulting Group
Page 2 of 2
Types of Communications Name Mass E-Mail
Description E-Mail that goes out immediately to the entire organization. This should only be used when everyone needs the information quickly.
When to Use It - IT updates - New employees / Leaving employees - Process updates that impact everyone
Instant Message
Instant message intended for quick response. This is not intended for long conversations or non-work related information. Remember that IM’s interrupt the person receiving the message. Don’t flood people with unnecessary IM’s.
- Planned / scheduled conversations to help with workflow
-
E-mail can be directed to the right people who need the information at the right time. Do not expect an instant response to e-mail. Use good subject lines so the recipient knows how to handle the email.
- Detailed office communication - Communication that requires a record or where the information may need to be accessed again in the future - Immediate read / response is required
-
Text
Texting used for work related information.
Visit
Visit to another person’s work area or office. Dropping by a person’s office to chat can really impact productivity for both parties. Use this approach cautiously and only when the information is important or when the person is obviously not busy. Regular meetings are designed for sharing information
Meetings
©2016 People Centric Consulting Group
- Planned collaboration on projects or work - Social visions when the other person is clearly not busy - Time critical emergency - When an outside visitor is involved - For workflow collaboration - Status updates - Team brainstorming
When NOT to Use It - Information that does NOT impact everyone - Do NOT reply all to mass emails
-
-
-
-
If information needs to be saved or recorded If information is detailed Personal conversations
Lots of personal e-mails Forwards of non-work related emails When instant response is required.
If information needs to be saved or recorded Detailed messages “Quick” questions that don’t really require an immediate answer When the other person is in “flag time”
> 30 second one:one discussions that don’t require the rest of the team
Page 1 of 2
People Centric Consulting Group Standard Modes of Communication Updated August 2016
Misuse of Communications Communicating efficiently helps ensure that each employee can get and receive the information they need throughout the day with minimal interruptions. If someone is utilizing communication in a way that is disruptive to your day, here are a few tips for dealing with it. NOTE: These recommendations do NOT cover offensive or harassment communication. 1. Be positive – Interrupting or poor communication can be frustrating. However, most of the time, the person sending out that communication is not intending to frustrate anyone. Keep this in mind as you address the issue. 2. Engage the problem – For very minor issues, it is easy to let things go, but if communication problems persist, don’t be afraid to address it early. As long as you remain positive and constructive, engaging the problem head on should be quick and easy and prevent bigger problems later. Communication issues can quickly add up and create other problems. 3. Go directly to the source – Constructively talk to the person sending the communication and let them know that you would prefer a different form of communication or that you don’t need that information in the first place. 4. Talk to your team – Bring up the issue in a team discussion. The tone should not be accusatory, but more of “how can we improve this?” Sometimes communication issues are really miscommunications. For example, a person receiving seemingly unrelated information might not really understand that the information does impact their job. Highlighting and discussing these issues can correct these misunderstandings in a positive way. 5. Talk to your Supervisor – Some issues require a higher level of engagement to resolve than others. For example, a supervisor might be able to better define your role in the company and get you off an unrelated group list. A supervisor might also be able to coach you through handling difficult communication issues.
©2016 People Centric Consulting Group
Page 2 of 2
