Communications 11/12/2014

Why You Shouldn’t Rely On Supervisors to Communicate

As I’ve been conducting year-end reviews with clients, I’ve heard a common concern, “How do I use my resources to reach and motivate “hard to reach” employee segments?” The answer depends on a variety of circumstances, however, an article I recently read shows why using local supervisors as your main communication channel may not be the solution.

The article is an update to research originally conducted by Angela Simickas in 1992, entitled “Supervisors are still not the preferred communicators!” She found that the communications industry had relied on audits that were flawed.

In most audits, employees are provided a list of communication channels including print, electronic, audiovisual and in-person meetings and then asked to answer the following two questions:

  1. Which of these sources is currently your primary source for important company information?
  2. Which of these sources is your preferred primary source for important company information?

She writes, “The answer to the first question is almost always ‘rumors from other employees.’ The answer to the second is usually ‘my supervisor.’ It looks reasonable. It seems to make sense. There are statistically significant numbers to back it up. But it is all based on an illogical premise that becomes apparent if you change the subject from communications to consumer goods.” For example, in Simickas’ case, her current most frequent shopping venue was the grocery store. But her preferred primary shopping venue would be Cartier. So does that mean Cartier should start stocking groceries? Obviously not.

Simickas explains that the two questions are valid, but should be asked individually by subject. For example, electronic and print channels will often be the preferred source for detailed or highly graphic information. They also work for those who want to “see it in print” before they believe the company means it. Upper management tends to be the preferred source for high level strategic messages because employees don’t believe their supervisor would really know the answers. However, supervisors are the preferred source when it comes to interpreting company-wide issues at a local and “my job” level.

When you audit current and preferred information sources by subject:

  • You will be able to justify the investment you make in resource-intensive channels such as your website and newsletter, since they will be the current and preferred sources on many subjects.
  • You will be able to reduce the demand on supervisors and upper management. Simickas explains, “Your audit should result in a short, manageable list of topics that employees will want to hear about from their supervisors and a similarly short, but topically different, list of items to be presented by senior management in town halls or forums.” In this way, you can use your management team more strategically.
  • You will be able to identify the best combination of media to reach specific audiences about specific subjects.

Her full article includes results from dozens of audits as well as a great blueprint for conducting your next audit. It’s well worth the read. Follow her guidelines to conduct a viable audit that helps you to determine the best way to reach and motivate your “hard to reach” employees.

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