The Ontario Broker - Volume 21, Issue 6 - 14

" The pandemic has
accelerated the use of
digital communications.
And online, empathy
can be in short supply. "
Moving Forward with Connection
The challenge now is to maintain connection
through our connections. At the frontline, Lajante
proposes making empathy an explicit consideration
in customer service. Machine learning, for example,
might help companies better detect emotion in
automated processes. Chatbot scripts can include
more explicit emotional language like " I understand
this might be frustrating, " or they might just shunt
upset customers more quickly to employees with
empathetic gifts or extra training.
Within organizations, Schmidt advises that
management incorporate listening sessions where
executives frame the discussion, then provide an
open, uncritical forum for employee feedback. And as
an ongoing exercise, Schmidt notes that one-on-one
relationships are always key.
" Whenever possible, and regardless of what level
in the hierarchy the employee is, it's important to
keep in place communication with the immediate
supervisor, " says Schmidt.
The result, he says, is a chain of understanding
from upper management to frontline employees,
interconnected with the assistance of those nonverbal
cues so often absent from digital communications.
" Instead of an email to all staff, it's important to see
them, " says Schmidt. " If it's not an in-person meeting,
which often isn't possible, do a video conference. "
Wendy Craig offers an even more direct suggestion.
" Make those nonverbal cues explicit, " she says. " Social
media is really complex as a communication tool,
because we have to think a lot about the receiver
and sender's relationship. It behooves us to be more
explicit in our communications. " The communication
medium will always matter, though. When Craig
heard the commotion of the homecoming partiers,
her first response was to go online.
" I looked it up on Twitter, " she says.
TIPS FOR EFFECTIVE
EMPLOYEE
COMMUNICATIONS
-MR. SCHMIDT-
Talk to employees first
Whenever possible, internal crisis
communication should precede
communication with external stakeholders.
Engaging in an honest dialogue with as many
employees as possible also fosters better
understanding and employee support for
possibly unpopular but necessary steps
company leadership must take to secure the
future of the business. Whichever method of
internal crisis communication a company may
choose, and the more upfront management is
about what's happening, the better-informed
and more entrusted employees feel.
Communicate facts, feelings and actions
At this time of heightened anxiety, economic
turmoil and an unknown future, succinctly
communicating facts, feelings and actions is
more important than ever before. Managers
must carefully listen to employees and openly
communicate what's known, how they feel
about it and what they're doing about it.
Convince leaders on feedback
Employees appreciate and increasingly
demand feedback options like face-to-face
meetings and technology-enabled two-way
communication. But the best-laid crisis
communication strategy may not work if
continuous employee feedback isn't included
in management's decision-making.
* Employee feedback allows management
to track whether messages have reached
the intended groups of employees and
achieved desired results.
* Employee feedback enables management
not only to track employees' opinions,
perceptions and expectations, but may
also reveal what colleagues and external
stakeholders are sharing with employees.
* Employee feedback often contains valuable
information and suggestions for minimizing
damage, seizing opportunities and enabling
necessary change.
14
THE ONTARIO BROKER
The Ontario Broker - Volume 21, Issue 6

Table of Contents for the Digital Edition of The Ontario Broker - Volume 21, Issue 6
