The Need for Good HR Communication

In my experience, companies that don’t have formal HR or employee communication programs are the most vulnerable to unionization. The reason is simple: management’s voice is absent. In its place, the rumor mill fills the vacuum.

Despite the fact that most labor attorneys say that communication is important, countless manufacturing and industrial sites don’t communicate on a consistent basis with their employees. Often, they don’t see a need. Supervisors tell their people what to do and that’s that. This is known as top down, trickle down communication. Based on military standards, it is now considered an “old school” style.

The problem with this approach is that news seldom trickles down accurately on a timely basis. Supervisors are not rewarded for communication – it’s not in their performance review or bonus structure – thus it’s not a priority for them. They give orders and occasionally provide updates – though typically those are not as detailed or precise as what management itself might convey.

Years ago, I worked for management at a manufacturing site to improve communication during a long strike. My assignment began 18 months after the work stoppage had begun. I was shocked to learn that employees were woefully under informed about the issues that divided their ranks. They followed friends and union bosses without any real knowledge of the facts.

It startled me. How could people walk away from their paycheck knowing so little? It made no sense. Group dynamics were in play: peer pressure, speculation, and fear.

My heart literally sank as the strike ended, when one union member asked me (a representative of management) “what did we win for returning to work… pay increases? more benefits? improved conditions?” Apparently, the union bosses weren’t communicating either. The reality was that the new contract was equal yet different to the previous one. It was comparable, but did not offer gains that would have warranted such a long strike.

It was an expensive exercise that dragged on for several years. Management was saddled with enormous expenses mounting its defense, and employees lost years worth of wages they will never recover. It  was an ordeal for all involved, and it took its toll. Good communication would have improved the situation, but communication does not appear on the balance sheet. It’s value is not always apparent to business leaders.

So inexpensive, yet so valuable. Communication can engage employees, build bridges, and enable trust.

Here, at Laborious, I preach the gospel of pro-active, preemptive HR communication for the sake of all parties. With the Employee Free Choice Act (EFCA) on the horizon, it’s time for me to start rambling what I have learned the hard way about labor relations communication. If that helps your company’s communications, then I will be a happy camper.