How to communicate with employees in a timely manner?

After a decision is made, you need to know the result of the decision execution, which is the feedback of information. A complete communication includes two aspects: the process of information transmission and the process of information feedback. If a leader just passes on information without paying attention or getting feedback, then this leader has failed in the first place. Leaders are the transmitters of information. The purpose of transmitting information is to solve problems. Failure to obtain results is an ineffective communication for leaders. The key to testing the effectiveness of communication lies in whether the executor implements the information correctly, completely, and timely, and the degree of implementation effect. These require feedback of the information. Only based on the feedback of the information can the leader decide whether another communication is needed. . So feedback is essential in communication.

Classic case:

Manager Zhang is the manager of the human resources department of a car sales company. In the past few days, Manager Liu of the sales department said that he did not have enough sales staff and asked Manager Zhang to recruit for him. There were some sales staff with sales experience, so Manager Zhang started an intensive recruitment process.

According to Manager Liu’s request, Manager Zhang immediately recruited some sales staff and gave them to Manager Liu for trial use. The trial period is one month. A month later, Manager Zhang did not receive any feedback from Manager Liu. Manager Zhang thought which salespersons to recruit were more suitable, so he did not ask Manager Liu.

After another month, Manager Zhang received the employee probation information feedback form from Manager Liu, which contained some information about the poor performance of the employees during the probation period. After seeing the feedback form, Manager Zhang thought that Manager Zhang was not satisfied with this employee. The employee had passed the probation period and had signed a one-year labor contract. It was definitely impossible to dismiss him, so he recruited another employee for Manager Liu. salesperson. When Manager Zhang sent the salesperson to Manager Liu, Manager Liu said that he did not mention the lack of salespersons, so why did he arrange a salesperson for himself? Manager Zhang and Manager Liu started arguing about this...

Similar things happen from time to time in companies that do not communicate or provide timely feedback. We can see from this case:

First of all, the problem lies in Manager Liu’s feedback. First, it is not timely. The employee’s probation period is only one month, and the time limit is one month, and he and his two The information was fed back to the human resources department months later. This obviously constituted a time error, making it impossible for the sender of the information to process it. Second, the information feedback is incomplete. The employing department only feeds back the employee's performance to the HR department, and the HR department needs to make decisions based on the feedback of the information. Two aspects are required: 1. The specific performance of the probationary employee. 2. In the opinion of the employing department, should the employee be dismissed? Whether it is necessary to recruit such employees, etc. Without the second aspect, it would be difficult for the messenger to make a decision.

Secondly, there is no timely communication. As Manager Zhang of the Human Resources Department, there is a lack of timely communication with the employing department. If the sender of information communicates with the recipient of the information in a timely manner when encountering ambiguous feedback, instead of making decisions based on his or her own guesses, I believe it will be correct. Able to solve problems in a timely manner.

From this case, we can see that perfect communication needs to be supported by timely and correct feedback. As a leader, if you want to communicate successfully, you must require the recipient to provide timely feedback. If the leader finds that the subordinate does not fully understand the meaning expressed, then the leader must send the message to the recipient again until it is understood. Leaders must stipulate and require executors to provide timely feedback to themselves on the results of information execution, which will facilitate communication after modification of their own decisions.