Communication occurs naturally in all organizations, whatever its type or size, and consequently it is not possible to imagine an organization without communication. In this perspective, organizational communication is the set of messages that are exchanged between the members of an organization, and between it and its environment.
Effective communication systems are needed to implement the organization’s plans; any distorted information causes confusion, decreases the group’s performance and is detrimental to the achievement of organizational objectives. Internal communication must be a two-way and constant process, sometimes the information that is shared in the work meetings is generated in one direction and we perceive it equal to the messages we receive from the media such as television, radio, newspaper, where there is no possibility of expressing what that information has produced in us. Precisely therein lies the difference between communication and information, for there to be communication, there must be the possibility of response, the exchange of opinions. Communication requires paying attention to the other, putting real interest in the exchange of information, from the usual greeting to the development conversation where we will review the coincidence of the purposes of the organization and the objectives, goals and interests of the collaborator.
Attracting, developing and retaining human talent is one of the main objectives of the area of human management and should be part of the agenda of all leaders of the organization. Good communication is fundamental in all fields, hence the importance of employees knowing the brands that are marketed, the nature of the business, the values, mission, vision and objectives of the company, as well as the achievements achieved by it, in this way they will really feel part of the company and will be willing to work for the benefit of all. In addition to the usual internal media (welcome manual, murals, newsletter, intranet, process and position manuals, among others) it is important that the organization establish formal communication processes, such as: brief daily meetings (10 minutes), weekly follow-up meetings, development interviews, performance assessment, where both leaders and collaborators can express their approaches and corresponding feedback , in addition to sharing strategic information, at least in general terms, to help you draw up joint plans for achieving the expected results.
“Who does not know where he is going, he has already arrived”, so happens in many organizations, the collaborators do not know what strategy and objective for which they work every day resulting, the disarticulation of the teams, the demotivation and the eventual departure of the collaborators, sometimes only when the employee is away their merits are recognized and feedback is given on the positive assessment that the organization has of the work they are developing. Maintaining a fluid, adequate and objective internal communication in the organization is vital for the construction of the favorable working climate:
- Avoiding misunderstandings that can harm your organization.
- Controlling incoherent messages to our customers.
- Decreasing inactivity and inefficiency and increasing productivity, everyone will know the
assigned responsibilities and what is expected of each collaborator. - Eradicating the low morale and demotion of staff.
- Implementing development plans that guarantee the growth of the collaborator within the
organization.
Each of these actions are key to keeping the best collaborators within the organization building their commitment through development and growth together with the organization, making that development an immediate and long-term competitive advantage. But the collaborator needs to know what the institution’s plan is for its growth, and the organization needs to know how the collaborator is projected, their interests, their personal projects, and their family structure. The organization may be contemplating a one-off project for a specific collaborator, but their interests are not in line with that project, or it could happen that the collaborator has been waiting for an opportunity for a long time and at the time that promotion or that possible promotion is presented, the designated person is another… this situation could be reason enough for the demotion, low productivity and eventual departure of the collaborator.
When good channels of communication with employees are established, the information flowing through them is two ways and the organization has the opportunity to create positive and motivating work environments where the collaborator feels free to express their opinions and be heard, the sense of belonging raises the level of commitment and contributes to the permanence of the collaborators in the institution.