BSBXCM401 Topic 4

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Unit Release 1 (Aspire Version 1.2) © Aspire Training & Consulting 79 Topic 4 | Monitor and support team communication 4A Ensuring communication meets requirements 4B Providing and seeking feedback 4C Collating and reporting important information

80 Unit Release 1 (Aspire Version 1.2) © Aspire Training & Consulting BSBXCM401 | Apply communication strategies in the workplace 4A Ensuring communication meets requirements It is the responsibility of all staff to communicate in a way that complies with the law and their employer’s policies. All of an organisation’s internal and external communication must comply with the law. It is the responsibility of all employees, as individuals, to ensure that they obey relevant legislation. Staff in supervisory or management roles have the additional responsibility of ensuring that the members of their team understand the legislative requirements and conduct themselves accordingly. This might mean holding workshops on subjects such as anti-discriminatory language or bullying in the workplace, for example, or monitoring record-keeping procedures to be sure that clients’ information is kept confidential. Every organisation also has its own standards, policies and procedures dictating how staff communicate with internal and external audiences. Again, it is the supervisor’s or manager’s role to ensure that all employees comply with these organisational requirements. Meeting legislative requirements Workplace communication must comply with government legislation. An act is a law passed by parliament, such as the Work Health and Safety Act 2011 (Cth), which establishes health and safety responsibilities in the workplace and provides for the creation of legally enforceable regulations and codes of practice. Australia’s federal work health and safety regulations have their basis in this act and determine how it is applied. Some acts and regulations, such as the Fair Work Act 2006 (Cth) , apply in all states and territories. Each state and territory also has its own work health and safety and anti-discrimination acts. Managers need to be aware of an organisation’s obligations under both federal and state laws and how they differ, especially when managing team members in different states. Supervisors and managers should model correct communication protocols; they should also make sure team members are aware of their obligations under the law and that they are meeting these obligations. Induction programs are an ideal opportunity to ensure individuals are aware of legislative requirements and how to comply with them; regular reminders in team meetings and ‘refresher’ training sessions are also useful. Monitoring changes to legislation is important too, so that organisational policies and procedures can be kept up to date.

Unit Release 1 (Aspire Version 1.2) © Aspire Training & Consulting 81 Monitor and support team communication | Topic 4 Legislative requirements Work Health and Safety Act 2011 (Cth) and state WHS laws Together with legislated WHS regulations and approved codes of practice, Australia’s state and federal WHS laws establish employers’ work health and safety duties, including record-keeping and incident reporting requirements, and make it mandatory to consult workers and include them in the negotiation of work health and safety matters. Privacy Act 1988 (Cth) and state privacy laws Certain organisations are required to comply with the federal privacy act or equivalent state or territory laws. Under these laws, personal information supplied to an organisation must be kept secure and viewed only by people who are authorised to do so. It is the responsibility of management to make sure team members know what information they are permitted to collect, how to store it safely and under what circumstances they are allowed to view it or share it with others. Fair Work Act 2009 (Cth) The federal fair work act and regulations govern relationships between employers and employees in Australia. They prohibit discrimination, and therefore the use of discriminatory language, in the recruitment, employment and termination of employees. Anti-discrimination laws Federal legislation such as the Racial Discrimination Act 1975, Sex Discrimination Act 1984, Disability Discrimination Act 1992 and Age Discrimination Act 2004 mandate that no one should be subject to derogatory, abusive or discriminatory behaviour or language on the basis of their race, sex, ability or age and other personal characteristics. Meeting organisational requirements Employees must be trained to comply with an organisation’s communication policies and standards. An organisation’s policies and standards reflect its culture and values. They are often formalised in a code of conduct that all members of the organisation are expected to follow. A code of conduct typically requires members to behave with honesty, integrity and respect in their dealings with others. Organisations may also have specific policies and procedures setting out rules or guidelines for everyday workplace activities such as record-keeping or sending email. It is essential that employees comply with their organisation’s requirements when communicating with others. Within a company, such codes or policies promote good relationships, professionalism and productivity. When communicating with customers, suppliers and other external parties, complying with these policies creates a positive impression and protects your organisation’s reputation.

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82 Unit Release 1 (Aspire Version 1.2) © Aspire Training & Consulting BSBXCM401 | Apply communication strategies in the workplace Once again, induction programs provide an ideal opportunity to let staff members know what is required of them. This information can be reinforced in team meetings or at training or professional development sessions. Some industries have their own code of conduct that all participants in that industry must follow. The Australian Competition and Consumer Commission regulates these codes under the Competition and Consumer Act 2010 . If your industry has a code of conduct, employees at your organisation are required by law to comply with it. You can see a list of industry codes here: aspirelr.link/accc-industry-codes. Typical workplace communication policies Computer use Policies and procedures for computer use: • State the organisation’s conditions for use of work computers • Give information on what is appropriate and inappropriate use • Provide guidelines for managing copyright and intellectual property Conflict resolution Conflict resolution policies and procedures: • State the organisation’s commitment to addressing any conflict to the satisfaction of all concerned, including external customers • Give information about the dispute resolution process to be followed and the documentation to be kept when dealing with a dispute Email Email protocols: • State the organisation’s conditions for use of email as a communication channel • Give information on the way emails need to be addressed, closed, stored and copied Social media Social media guidelines: • State who can post and respond to customers on behalf of the company • State the tone and communication style that should be used • Provide parameters around the type of information that can be shared on social media • Include sign-off procedures before content is posted Style An organisation’s style guide: • Sets out rules for professional written communication • Gives information about the use of templates and the company letterhead and logo; writing style, grammar and spelling; and use of graphics Record keeping Record-keeping procedures: • Set out rules for record keeping and file management • Give information about what records need to be kept, the forms to be used and the importance of accuracy and use of objective language

Unit Release 1 (Aspire Version 1.2) © Aspire Training & Consulting 83 Monitor and support team communication | Topic 4 Example Putting social media policy into practice Katia is responsible for handling her organisation’s social media accounts. When a customer posts a complaint on Facebook, it is Katia’s job to respond. Fortunately, the company has a clear set of guidelines she can follow. Katia starts by acknowledging their complaint and then invites them to call, email or message her to share more information. It can be difficult dealing with upset and sometimes abusive people, but Katia abides by her organisation’s code of conduct and does what she can to protect the company’s reputation. Katia’s manager has authorised her to offer discounts, credits and refunds up to a certain value, which allows Katia to resolve most complaints to the customer’s satisfaction. Occasionally, she needs to refer a complaint to her manager, and they work together to resolve it. Katia is required to keep a log of all customer complaints and how they’ve been resolved. This is a key performance indicator she is measured on. During her performance review, Katia is able to discuss how the current policies and procedures help her to resolve customer complaints and make suggestions for how they can be improved. Practice Task 9 Question 1 What are three acts that deal with workplace communication?

84 Unit Release 1 (Aspire Version 1.2) © Aspire Training & Consulting BSBXCM401 | Apply communication strategies in the workplace Question 2 Describe a policy in your workplace that relates to the communication activities you carry out in your role. Question 3 Find a copy of your organisation’s social media policy or an example from another business. Identify three items that the policy addresses.

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Unit Release 1 (Aspire Version 1.2) © Aspire Training & Consulting 85 Monitor and support team communication | Topic 4 4B Providing and seeking feedback Thoughtful, constructive feedback helps us to learn and grow. Regular feedback can greatly improve our motivation and boost both our confidence and our performance. Feedback clarifies expectations and helps us to learn from our mistakes and build on our strengths. It is part of an ongoing learning cycle. As a supervisor or manager, providing feedback to others is an important part of your job, but it is also important to seek feedback about your own performance, especially your communication skills. We are not born good communicators; we develop and continuously learn how to communicate better. Providing feedback Feedback ensures employees know how well they are performing and helps to identify where additional support is required. Providing feedback lets employees know that their contribution is important. It also lets them know that their performance is being monitored, motivating them to do their best. Lack of meaningful feedback can lead to frustration, conflict and sometimes long-term damage to professional relationships. Most employees receive formal feedback at least once a year, at an annual performance review, but feedback is most useful when given regularly throughout the year, both formally and informally. Feedback sessions can even be scheduled several times over the course of a project or activity, as a way of checking on an employee’s or team’s progress and keeping them on track. Positive feedback is motivating and builds confidence. Taking the time to acknowledge the efforts of individuals, groups or the whole team is an excellent way to show them that their contribution is recognised and valued. When someone’s work is exceptional and you want to call attention to it, consider praising them in a meeting where colleagues or more senior staff are present, or send them an email to let them know their work is appreciated, copying in the head of their department. Negative feedback is equally important, but it needs to be considered more carefully. The aim is to draw an employee’s attention to an issue and discuss how you can support them as they work to address it. If they come away feeling angry or resentful, it is unlikely they’ll be motivated to do better. Managers need to create a culture of constructive criticism rather than blame, and encourage staff to learn from their mistakes rather than trying to cover up problems.

86 Unit Release 1 (Aspire Version 1.2) © Aspire Training & Consulting BSBXCM401 | Apply communication strategies in the workplace Feedback should always be delivered in the appropriate setting or forum, and timing is also a consideration. After making a mistake, a staff member may be upset or embarrassed, and it sometimes best to wait until they have had time to calm down or reflect before offering feedback about what happened and how they could do things differently. In other situations, immediate feedback may be necessary to prevent problems down the track – for example, if a trainee is using equipment in a way that might cause injury. For urgent feedback, it’s best to communicate verbally, following up in writing if necessary. Types of feedback There are many different ways to provide feedback – publicly or privately, formally or informally, one on one or in a group, verbally or in writing – but some of these methods are more suited to praise than criticism, which requires tact and sensitivity. Types of feedback Performance reviews Performances reviews are usually conducted at least once annually and may be linked to the offer of a pay rise, bonus or promotion. Managers should prepare by reviewing the employee’s performance, which should be measured against the indicators outlined in their job description. Both individual achievements and contributions to the team should be taken into account. A performance review is formal: the tone should be professional and the discussion balanced. Both positive and negative feedback should be supported with examples illustrating what the employee does well and where they need to improve. Where your feedback is negative, move on to ways you can work together to remedy the situation. Team feedback Team members can learn a lot from each other’s feedback. Managers can encourage employees to provide feedback to each other and to the team as a whole by asking employees to draw the team’s attention to other members’ good work or outstanding efforts. Structured feedback sessions that focus on the team’s overall performance, as opposed to individual members’ achievements or shortcomings, are another good strategy. 360-degree feedback This highly structured method of giving feedback involves every member of a team giving the other members feedback on their performance. For example, team members could give each other a score out of 10 for communication skills, participation, cooperation or effort. The feedback may be given anonymously, so that team members feel free to be honest. Participants then receive a report showing the scores they received. Receiving feedback in this way can be confronting and the process needs to be managed carefully. Getting low scores from team members can be a shock, but if handled well it can motivate employees to improve their performance.

Unit Release 1 (Aspire Version 1.2) © Aspire Training & Consulting 87 Monitor and support team communication | Topic 4 Example Giving positive feedback Jeremy, a team leader, is providing feedback on a recently completed project at a team meeting. ‘I want to take the time now to talk about the work that Margie and Harif have been doing on the new customer service questionnaire. They’ve worked very hard on this project, and last week the new questionnaire replaced the old one. Initial reports show that we’re now collecting around 60 per cent more data on each client than we did before. Our target was 50 per cent, so Margie and Harif have helped us to smash that goal. On behalf of the team, thanks for your hard work and congratulations on a job well done.’ After the team meeting, Jeremy meets privately with Margie and Harif and talks to them about their project in more detail, asking them what they learned and what they would do differently next time. He praises some specific aspects of the project, and tells them again that they have made a major contribution to the team. Seeking feedback Successful team leaders don’t just give feedback; they also seek it from others. They need to know how well they are doing their job and where they need to do better. It’s particularly important, as a manager, to gauge how well you communicate with others. There are many different ways to gather feedback. It’s best to draw on several different sources if you can, including the members of your team, so that you have a range of perspectives from which to draw conclusions. Try to remember that you don’t need to respond to what you hear immediately – just listen, and take notes if you need to. Afterwards, reflect on what you’ve learned and how you should act on it. Gathering feedback from different sources If you really want to know how well you’re getting your message across and how your communication skills could be improved, you need to seek feedback from several different sources. This might include your peers, team members, clients or customers, or anyone else you regularly communicate with. There are many different ways you could do this. For example, you could: • Ask a peer to observe you running a meeting or giving a presentation and give you specific feedback • Send draft copies of reports or other written documents to colleagues for their comments

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88 Unit Release 1 (Aspire Version 1.2) © Aspire Training & Consulting BSBXCM401 | Apply communication strategies in the workplace • Tell your team members you want to work on your communication skills and ask them for suggestions • Review complaints and incident reports to find out whether the training you give staff has been effective • Survey clients to find out how satisfied they are with the service you offer them and whether they feel you listen to them Seeking feedback from your team By asking for feedback on your performance and communication skills, you set a good example for your team, modelling how to receive and respond to praise and criticism at work. You are also showing them you want to be held accountable and that you are genuinely interested in their views. You could ask for general feedback, or focus on specific situations. For example, you might ask ‘Do you think that the information I give you before brainstorming meetings is adequate?’ Make sure they know that the invitation to offer feedback is genuine. Try to communicate that through your body language and the tone of your voice, so that staff will feel comfortable giving you their honest opinion. Be prepared to deal with criticism gracefully, resisting the temptation to defend yourself, justify your actions or offer explanations. Reflecting on the feedback you have gathered means: • Acknowledging areas in need of improvement • Identifying what steps to take to improve your skills or change existing attitudes and behaviours Try talking to your supervisor or someone else you trust as you think about these questions and explore ideas. They may be able to suggest personal development activities or strategies that will help. Talking about your plans with others can also help you to stay focused and motivated to improve.

Unit Release 1 (Aspire Version 1.2) © Aspire Training & Consulting 89 Monitor and support team communication | Topic 4 Example Reflecting on feedback and seeking assistance Jeff calls a team meeting. There are three items on the agenda. Everyone participates as they discuss the first two items. As they move on to the final item, one of the team members, Natalie, asks if she can leave, as the issue they’re about to discuss has nothing to do with her. Jeff says that he’d prefer she stayed, as the issue affects everyone on the team and he values her input. Natalie sighs impatiently. She says that she has an important deadline to meet and asks again if she can leave the meeting. Jeff reluctantly agrees, preferring to avoid conflict. Later that week, Jeff tells his manager what happened. He admits that he felt uncomfortable when Natalie challenged him and that he has not yet spoken to her about her behaviour. His manager asks how the rest of the team felt and Jeff says that some felt he had let the team down by not dealing with the matter more effectively. Jeff’s manager suggests strategies he could use to build confidence, and they role- play a conversation in which Jeff addresses the issue with Natalie, rehearsing what he will say. Although discussing the situation with his manager was uncomfortable, Jeff now feels more prepared to speak with Natalie and to handle such conflicts in future. Practice Task 10 Question 1 Why is it important to ask for feedback from a range of sources, including your team members?

90 Unit Release 1 (Aspire Version 1.2) © Aspire Training & Consulting BSBXCM401 | Apply communication strategies in the workplace Question 2 Why is it important to reflect on feedback? Question 3 Which of the following statements are correct? Tick all that apply. For the sake of team cohesion, encouraging your team to give negative feedback should be avoided. Seeking feedback on your performance helps you to identify areas in which you can improve. 360-degree feedback provides multiple perspectives. You should never delay giving feedback.

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Unit Release 1 (Aspire Version 1.2) © Aspire Training & Consulting 91 Monitor and support team communication | Topic 4 4C Collating and reporting important information Collating important information and reporting it management is part of a team leader’s job Communicating with your team is a big part of your role as a supervisor or manager, but certain information must be communicated ‘upwards’ to members of senior staff, such as your department head, an HR manager or the CEO. Even CEOs have an obligation to communicate specific information to their organisation’s board or external parties such as regulatory bodies. Your first responsibility is to gather and collate any information you are required to, and the next is to pass it on to the appropriate person in your organisation’s hierarchy. It is especially important that you report any unresolved issues in the workplace, such as: • Ongoing threats to health and safety that have not been addressed • Bullying that persists after staff have been warned that it is not acceptable • An employee’s repeated failure to meet performance targets despite receiving support from other members of the team or from their supervisor Senior staff need to know about unresolved problems so that they can take action and prepare to deal with any consequences. You should always report such issues as soon as you become aware of them. It is a matter of urgency, because the potential outcome of any breach could compromise the safety of individuals, damage the reputation of the organisation or have a negative impact on employee wellbeing. Collating information Collating relevant information and leaving out the rest makes it easier to take in the most important points quickly. When you collate information for someone above you in the organisation’s hierarchy, include only the details they require, so you can be sure they’ll see and take in the relevant points. You should also give some thought to the organisation and formatting of the information. For examples, you might collate sales figures by territory or by day, week or month, depending on how they will be used, but either way you would probably set them out in a table.

92 Unit Release 1 (Aspire Version 1.2) © Aspire Training & Consulting BSBXCM401 | Apply communication strategies in the workplace Some kinds of information need to be collated and passed on regularly, such as employees’ hours, recorded on time sheets for the payroll officer. Other kinds of information, such as details of worker injuries and potential or actual breaches of legislation or organisational standards, should be reported immediately to your manager or an HR officer. When reporting an issue or incident, you should: • Describe what happened/is happening, and what the consequences have been • Identify the people involved, where appropriate • Provide any available evidence • Explain what you think the cause of the problem is • Describe any steps you’ve already taken to address the problem and what the results have been • Seek approval to take further action, where appropriate • Recommend possible solutions Communicating upwards Team leaders often rely on ‘upward communication’ to: • Raise complex or serious problems • Seek support or approval to deal with an issue • Draw attention to a problem or situation that is beyond their authority • Alert management when the safety or wellbeing of employees is at risk • Air employee or team grievances • Gain approval for new initiatives or expenditure The flow chart below shows the hierarchy typical of a traditional management system. Most non-urgent matters should be communicated to your immediate supervisor. However, when an issue is of a more serious or urgent nature, you may need to go directly to a decision-maker. No manager likes to be uninformed about issues with potentially far-reaching consequences.

Unit Release 1 (Aspire Version 1.2) © Aspire Training & Consulting 93 Monitor and support team communication | Topic 4 CEO Senior managers Communicate directly with supervisors when matter is urgent Middle managers First layer Middle managers Second layer Supervisors/ Team leaders Frontline Employees Example Upward communication One of Antonio’s team members has posted information to the company’s social media without approval. The information is incorrect and has causes a number of customer complaints. Antonio takes down the post and speaks to the team member. Before he replies to the customer complaints, he needs to let the leaders of other teams know what has happened so they can be prepared to handle any consequences. Staff are required to log customer complaints, so Antonio fills in a report and sends it to his manager, explaining the situation. Antonio recommends his team member’s social media posting rights are removed until they have further training. Antonio needs the IT department to action this request, so he copies the IT manager into his email. Antonio’s manager reviews the report and calls a meeting to review the issue. In the meantime, the IT manager approves the temporary suspension of the team member’s access to the company’s social media accounts, to prevent it happening again.

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94 Unit Release 1 (Aspire Version 1.2) © Aspire Training & Consulting BSBXCM401 | Apply communication strategies in the workplace Practice Task 11 Refer to previous example and answer the following questions. Question 1 Why did Antonio need to report this issue to other team leaders? Question 2 What information should Antonio include when he reports the customer complaints to his manager? Summary • A team leader, supervisor or manager must ensure that all communication is consistent with legislative and organisational requirements in order to protect an organisation’s reputation • Feedback helps you to identify areas of strength and weaknesses • Seeking feedback and reflecting on it will help you to improve your performance and communication skills • Important information and unresolved issues need to be collated and reported to your supervisor, manager or other senior members of staff

BSBXCM401 Topic 4

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