"Let It Rip"

Nancy Woodward

HR Magazine

September 2005, pp. 65-68

The author of this article argues that management communication to employees must be ongoing and honest, no matter how unpleasant or difficult the topic (such as imminent layoffs, etc.).

Keeping workers in the information loop is seen as essential to maintaining employees' trust. A recent study by consulting firm Towers Perrin, mentioned in the article, found that only 51 percent of employees felt that their companies generally tell employees the truth. Sixty percent felt that their companies communicated more honestly with shareholders than with employees. Fifty-five percent felt that their company worked too hard trying to "spin" the story. Almost half of employees believe they get more credible information from their immediate supervisor than from their CEO.

Honeywell has learned the following lessons from employee communication task groups:

• Make sure there is information for all employees
• Keep educational workshops short and to the point
• Don't make your workshops mandatory
• Use outside experts to make your point
• Anticipate the unusual question

The article also provides a discussion of the communication process at Hewlett-Packard. The company has created detailed, ongoing strategic plans around communication. A recent announcement of layoffs went quite smoothly because of this planning and infrastructure. The company uses its intranet as a regular conduit for communication. There is also a policy that an email to any manager, including the CEO, must be personally responded to within 5 days.

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