Sign up for our
Good Company e-newsletter:
April 26, 2007 | Volume 1 | Number 1
April 26, 2007
Communication plays a key role in the success of any workplace program or policy and serves as the foundation for all five types of psychologically healthy workplace practices. This article reviews the role of communication and provides a series of questions to consider when developing a health promotion communication strategy for your organization.
Communication about workplace practices helps achieve the desired outcomes for the employee and the organization in a variety of ways:
Examples of communication strategies that can help make your workplace programs successful include:
When an organization decides to invest in a new program, such as a workplace health promotion initiative, it must develop a strategy to effectively communicate with its employees. This does not mean simply designing and developing the program and then informing employees. Instead, it requires a steady flow of two-way communication across all levels of the organization.
The questions below highlight some of the issues to consider when developing a communication strategy that promotes health and well-being in your organization.
1. Does the organization understand the actual needs of employees?
2. What methods of assessing employee needs does the organization use?
Does the organization use subjective assessment methods to complement objective measures?
4. Is the organization obtaining employee input regarding the new program?
5. What aspects of program development can employees most effectively contribute to?
6. How can you obtain input in a way that makes sense for the organization?
7. Has the organization crafted a positive message about the program to communicate to employees?
8. Have you clearly described the benefits of the program (or participation in the program) in terms of the value to employees?
9. Has the organization clearly defined requirements for employee participation in the program?
10. How can you communicate with employees about the program in a way that makes sense for the organization?
11. Do managers and supervisors at all levels of the organization support the new program?
12. Are they excited about the program? If not, what can you do to engage them?
13. Have you worked with them to create a communication plan regarding the new program and do they have access to the information and communication channels necessary?
14. Will they be participating in the program?
15. Will they be communicating that participation to their employees both verbally and through their actions?
16. What types of data is the organization collecting?
17. Does the data include quantitative data for evaluation purposes and qualitative data for inquiry and improvement purposes?
18. What mechanisms for reporting feedback about the program make the most sense for the organization?
19. Has the organization promptly communicated program refinements to all employees?
20. Have these communications emphasized that program refinements were made based on employee feedback?
Click here to download these questions as a pdf document.
E-mail questions or comments to: firstname.lastname@example.org