The business world never stopped, and it won’t either in the future.
Rather, factors like effective internalHR communication and its streamlining ideas have finally come into the limelight to nurture hired talent in a firm for its long-term success.
Companies now understand that communication is just a tap away irrespective of their size. It shows how fast the exchange of information takes place in an organisation. Or, how easy should it be even when the business and HR operations grow more complex.
At times like today, where employee branding is at its peak, outdated communication tools wouldn’t be profitable.
Team leaders have totackle everyday human resource issues with forward-thinking approaches. For that, they must learn differentstreamlining internal communication ideas in 2022.
It’s a growing responsibility of HRs to bring and offer a positive experience to new and existing employees at every level. Their first and last experience in the organisation must maintain a standard and continue to grow.
With that in mind, HRs can useHRMS suites to bring inclusivity and diversity to their company culture. Because a welcoming workplace and theright tools and technological aidto build a robust company culture together.
When that’s in place, people look forward to working in that company – be it at any hierarchical level.
To correctively streamline HR communications, team leaders must also check if employees are:
Further, HR must create employee experience (EE) goals to distinguish themselves from competitors and establish a favourable brand. As a result, employees can be burden-free to share their opinions and connect well with the company every day.
60 percent of employees use mobile apps for their office tasks as perthe Digital Strategy Consulting report. Whereas, anEmailMonday report concludes 47% of people use mobile for opening/checking their work emails.
These stats matter because there is an increase in mobile phone penetration amongst the world’s most populous countries. That includes India. Therefore, companies have to continuously develop communication apps or use anHR management system that integrates with one.
These communication apps or tools help in improving the productivity, engagement scores of each employee, and remove unnecessary scope of misunderstandings.
It’s only possible because mobileHR communication apps are easier to access and use to exchange useful and important information. In addition, these communication channels are direct, both formal and informal, saving time with cost.
Employees can find the company’s latest news on newsfeed like onuKnowva. In addition, they can participate in quick polls to cast their vote to change and improve the company’s existing culture.
As we move ahead, it’s also important for companies to acknowledge that they will hire more millennials and gen-z talent.
These generations are already quick tech-savvy, or lovers of mobile devices. They work more efficiently on text rather than on call. Which also points to the fact thatHRMS suites like uKnowva must have robust:
Labour shortage is evident across all industries given the current crisis in the world, especially central Europe. Amidst that, it’s pressurising for HRs to continue to nurture their top-performing talent without losing calm.
But retaining good employees can only work whenHR communication focuses on giving them equal and timely recognition. As appraisal and motivation go hand in hand.
So, when top hires feel good about working in a firm, they decide to delay their shift to the next company. But, equally, it also leads to less voluntary turnover, which means an effective retention process in place.
However, there are metrics to decide and evaluate good performing employees’ recognition.uKnowva HRMS implements such metrics by any firm as these are:
Carrying out these tasks helps build trust between employees and their immediate mentors or relationship managers. They feel that their work matters more. And as a snowball effect, they would put more effect on the next project.
Hyperight comments that People Analytics in HR discerns further talent acquisition and management trends. Organisations can use this data from their digitally transformativeHR management system –uKnowva to understand their employee behaviour in any given period.
These data-driven insights also highlight the most preferred communication channel by employees currently working in the firm. For that, HRs can roll out a pulse survey or poll.
Certain metrics should be presented in theHRMScompanies' data for insightful reports. These are, but not bound to:
Later, HR managers and admins can review the reports to take necessary actions to strengthen internalHR communication between teams and peers.
Employees’ wellbeing is crucial for the success of a firm. If they do not feel their company satisfies their morale, ethical, professional, and societal needs, they will leave the firm sooner than expected.
There are tight deadlines at times in the organisation. It depends on the project they handle. But HRs should use employee directory, employee data, and their profile to know if they can handle the work pressure.
To nurture their talent and mellow down their burnout phases, it’s a must for HRs to:
Conduct team-building exercises: to strengthen their trust and value in the company and peers.
Help them lower their stress: conduct entry, stay, and exit interviews to know the trigger points of top-performing assets overlooked by analytics.
Set up employee assistance program: help employees achieve their monthly or weekly goals using timesheets and project management features in anHRMS. They get better at managing stress and workload this way.
Streamlining of HR communication is possible with the 5 effective ideas mentioned above. They are coupled with industry reports and statistics.
HR admins can begin incorporating those ideas at the entry to exit level using future-readyuKowvva HRMS. Later it’s easier to study the changes in employee behaviour later to check the ROI of each method or idea.
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You must acknowledge the growing importance of a structuredworkplace grievance process as an employer. It boasts satisfactory resolution for employees in distress because of rising issues in the company’s policy or culture.
Set up grievance redressal systems properly to gauge thecause of employee grievances. These tribunals limit the cost and shorten lengthy processes. Committees can be internal and anonymous to avoid bias and roll out an objective verdict.
The scope of the grievance process is unsurmountable. But understand it critically throughout the blog post below.
A grievance is a complaint formally raised by an employee in the firm. It could be against any staff/employee, policy, discrimination, mental torture, workplace harassment, or similar issues.
The issues raised by employees need to be heard and addressed formally in the company. Otherwise, it could lead to several severe issues like a bad reputation, adverse effects of word-of-mouth, breach of trust, and lower job involvement.
Internal branding suffers the most whencauses of grievances are not solved timely.
There has to be a management or committee in place. These people will be independent of the management to discern and dismiss the case with clarity and conscience.
Overall, a stableworkplace grievance system helps curb the issues rising between employees and management. But that’s one example of those common issues in organisations.
There could be wage wars, price issues, and collective resistance against changing cultural norms.
What matters here is how fast, intelligently, empathetically, and diligently the committee releases the verdict. Clear-cut investigations should be carried out. These can be anonymous and overt. It varies with cases in the limelight.
A robust and justemployee grievance redressal system helps solve employee relations, management differences, and similar problems.
It understands the pain points of each case. Later, it breaks down each case into sections for hearings, discussions, and appeals to be held.
In the end, employers need a structured format for these systems. The employee then knows how to approach the helpdesk using theinnovative uKnowva HRMS solutions. That’s again one of the examples to make the journey easy for the grieving employee.
Each organisation identifies a grievance system differently. There can be five steps in one; eight in another. It depends on the complexity of the workplace grievance hierarchy created within.
But a few steps always remain constant to complete the grievance cycle from one end to another. These are:
Employees who feel distressed or unheard must submit the complaint in writing. It would be best if the grievant attaches as many pieces of evidence as possible while raising the ticket.
The letter has to be specific. It must list all issues, time, place, and date of the incidents that occurred. To some employees, this might sound rude or hurtful. But they have to be strong and list out all the case scenarios to get the compensation for the distress.
Organisations can set up aworkplace grievance submission box in their HRMS systems. These submissions will be forwarded either to the immediate reporting manager or the committee.
The reporting managers have to vet the e-submission from every perspective. They can also approve or reject a submission before it goes to the committee.
However, employees are often suggested to directly submit their complaint letters to the committee to avoid any manipulation.
This committee on themodern HRMS systems can be anonymous or identified. It varies with the company policies.
The raised issue should get a ticket number. Employees should check its status on the platform.
Following this step assists human resources flawlessly in discerningcauses of grievances without delays. Additionally, employees witness/experience a transparent system. The committee must notify the employees of the process and the hearing dates if allotted any.
If thecause of employee grievance is not solved remotely, meetings are conducted. Now, these could be online or offline. That happens when matters are serious and not easily solved.
The grieving employee must be present at the meeting. They have to face the person they accused. However, if the issue is about wages, cultural or policy changes, the management gets directly involved.
So, it would be a case of the employee vs. the management/employers/policymakers. There has to be a moderator in each hearing. These could be committee members acting as the jury and moderators.
The case will be heard from both perspectives. Soon after, the verdict will be rolled out. It could be in any favour of either party or no one in general. That means it could be a settlement, too, if both parties involved agree.
The outcomes of these hearings might not be satisfactory to grieving employees. They must have another way to get their justice. This could be by appealing the decision from the higher court.
This could be a labour court next time if the firm’s internal committee cannot resolve the issue for the employee (s).
However, this stage ofworkplace grievance is unfavourable, highlighting a lousy impression of company culture to the world.
A structuredworkplace grievance procedure should be objective and error-free. It has to be run by committee members unrelated to the management. Only then can employees have faith in such a committee for hearing them out without a halo effect.
The rising importance of structure is seen in how formal steps can decrease confusion and ambiguity between employees. Anyone distressed in the company can reach out to the committee without being under anyone else’s influence or pressure.
Employees want to work at a firm where their voice matters and is heard.
A structuredemployee grievance redressal is precisely what they need as a representative of a dignified workplace.
Form aworkplace grievance system in your firm when the number of employees keeps growing from 10 to 100. Or it could be more. Do not let your organisation land in human resource issues without such a system.
That is why this blog post clearly explains steps in addressingthe causes of employee grievances.
When employees know your firm has such a procedure or policy, they favour your culture more. Then, they know they have an educated and valued vote in shaping the firm’s culture where they want to work more.
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