HUMAN RESOURCE MANAGER

INTRODUCTION

Yes, it is true that organizational communication in the area of Human Resource processes involves the integration of such roles addressing to positive communication climate as effective communication is a major factor for the strengthening of work values and attitudes in the diverse workforce and I believe that the most basic function of a Human Resource Manager is to plan out, realize and apply actual ways in order for the staff employees to be versatile and effective in their work most in engaging into business interaction to the key players within the organization and in dealing greatly to the customers as well as to improve self confidence and drive better motivation for every situation. The HR manager should need to consistently promote good communication lines and channel for cooperation to achieve a sustainable work dynamics and synergy in individual staff and work team in terms of providing essential work environment for the success of the organization and achieve its vision for the benefit of the people. It is said that, organizational communication as of the modern times offers a new approach in developing an understanding of diverse work scenarios and skills for work and other organizational activities relating to the process of making decisions, work training and managing conflicts to enhance better skills in communication as well as encourage useful teamwork but also rewarding individual performance facing crucial organizational players. Human resource leaders can help enhance employee morale, individual performance and organizational success. In these uncertain and always changing times and that in situation, communication is critical between managers and its members in order to assure a steady flow of information, HR managers should play a major role in assuring effective communication and be delivered in the useful process of communication.

COMMUNICATION IN YOUR WORK TEAM

Communication involving work team is an important aspect of developing skills of communication within the staff employees of an organization. Thus, in order to achieve appropriate communication in the work team, it is relevant to consider and apply certain communication strategies in a systematic pattern of making it a realization like for instance, formulate and implement motivational processes as communication actions amicably desire to satisfy different goals described as being effective by work team that consider goals by integrating strategies. HR Managers emphasizes on staff motivation that is constructed as central to employee performance and organizational performance and profits, it is no wonder that organizations spend dollars to train managers in the skills needed to communicate properly to the staff and work team as communication may have instrumental goal of energizing, directing as well as sustaining the behavior of another. For example, in virtual teams members need to choose an appropriate communication channel for their purposes and be sure to balance work with face-to-face communication as team leaders will have to encourage open communication and avoid assignment of blame and strategies include: network development of good relationships built on trust and understanding and the showing of respect for cultures and languages as well as understand how communication practices strengthens the team and maintain better work team in the future and changing the work environment for organizations allowing companies to compete in the global market ( 2000, p. 45). The work team needs to understand the advantages and limitations of technology for conducting their work as it offers opportunity for easy, around-the-clock communication, it can be an unreliable variable that affects the outcome of team communication and collaboration ( 1999). Problems occur when the network goes down, the technology does not work as the team member needs more training in how to use the communication tools. Technology and the communication it enables give companies a competitive advantage in the international environment. Technology helps people in distant places to connect and build relationships without travel. Employees who travel can stay in close touch with the home office. Virtual teams enable companies to accomplish things more quickly and efficiently (2002). The team will benefit from face to face contact as this helps establish the working relationship and build trust. The HR manager understands employee resistance to humanize interaction via technology, work team members use personal touches in their communication as a strategy to promote interpersonal communication, they may celebrate birthdays, engagements and children’s achievements as some teammates discover that it is possible to make friends for life with people they have not met.

Strengths and Limitations of Communication Channels

They choose an appropriate communication channel to achieve their purpose, considering the strengths, limitations, and challenges of e-mail, phone, fax, videoconference, and face-to-face encounters. They also must consider the audience. ( 2001) For example, they take into consideration whether their audience consists of peers, junior manager, boss, or external people such as clients. The level of formality and how well they know their audience also affect channel selection. Different communication channels offer specific advantages for virtual intercultural teams. (2002) advocate the use of genre systems such as memos, reports and training sessions as a means of structuring collaborative work. Managers should make sure everyone understands how diversity strengthens an intercultural team by recognizing the value each member contributes to the team ( 1998).

Develop a Network of Good Relationships

(2001) discusses other important effects of culture on team dynamics, such as the giving and receiving of criticism and feedback, willingness to participate and offer ideas, and contradiction of superiors. In their intercultural team experience, the graduate business students commented on these tasks as well as the opportunities and challenges of working on intercultural teams as they use face-to-face meetings to carry out their communication within the enjoyment of working ( 1996) as critical for the success of a communicating work team.

Overcome Communication Barriers

Teams found it challenging to work with people from different language backgrounds on how the other person may understand something different from team communication as (1999) believe that team members need to understand how cultural differences affect team dynamics and individual ideas about how teams should function and adapt to different communication styles and ways listening to each other attentively that helped overcome communication problems. Clearly, face-to-face makes an effective communication channel that builds trust and confidence as teams can benefit from face-to-face meetings to establish relationship and reached levels of understanding as team members can create an environment that encourages open communication and brainstorming. It is important to avoid blaming individuals for problems and should address problems together as they share the responsibility and rewards of success, they can celebrate victories together. The HR managers can use a number of communication strategies to help them get their message successfully with teams.

These include:

Ø Communicate continuously

Ø Use active listening

Ø Keep communication simple and clear

Ø Use different technologies to advantage

Ø Build relationships and trust

Ø Show respect for other cultures

Ø Be sensitive to cultural differences

Communication Strategies for Teams Ø Choose the right communication channel to achieve purpose Ø Know strengths and weaknesses of communicating Ø Encourage open communication Ø Avoid assignment of blame Ø Share the responsibility and rewards of success Ø Focus on the team Ø Use the power of the team

PRESENTATIONS

Successful businesspersons realize that the ability to make an effective presentation before an audience is a key business skill often associated with career advancement with proper training in the rules for making successful presentations and by examining behaviors to avoid those that detract from their message, speakers can enjoy the accolades that accompany a winning presentation. Presentation effectiveness is not only related to what the speaker says but to the nonverbal elements as well. How people dress, their body language, vocal characteristics and use of visuals when speaking to a group largely determines whether they and their organization are perceived as credible. In addition, speaker credibility is linked to preparation and use of time.

Eye Contact, Posture and Gestures

Eye contact with the audience has been identified as perhaps the most important characteristic a speaker should possess. Experts advise connecting with individuals rather than letting the eyes sweep over the audience without making eye contact with anyone. A good technique to use is to select a person in the audience who is smiling and nodding in agreement and to talk directly to that person, then choose another, direct eye contact, the speaker appears more confident and more accepting of audience feedback.

Posture is important to projecting a positive image when making a presentation. Speakers should avoid the extremes of being too stiff, which is perceived as being uptight which comes across as sloppy and careless. The presenter should stand erectly with weight balanced on both feet to convey an aura of confidence. Gestures are helpful for a speaker; they complement, clarify and intensify the spoken message. Gestures may be voluntary or involuntary and may support a point or call attention to the speaker’s discomfort. Natural relaxed movements communicate self-confidence to appear natural but gestures should coincide with specific points but should not distract from the presentation. Gestures that may be interpreted negatively, such as folding both arms across the chest or standing with hands on hips, should also be avoided

Presentation Attire

People form impressions of others within about a minute; much of this initial impression is based on such nonverbal elements as dress and appearance. Being dressed appropriately will boost the speaker’s confidence and make him or her more at ease before a group. How a speaker dresses is also related to respect. Some listeners will make judgments about the message based on their interpretation of the respect being shown them by the speaker’s choice of attire. When speakers dress too casually, the audience may feel the speaker does not consider them sufficiently important to warrant their wearing more professional attire.

Vocal Characteristics

Vocal image is important in establishing credibility. Varying the rate, pitch and volume enhances the speaker’s image. Speakers with a smooth and clear vocal image, with good volume, and a varied speech rate free of hesitation are thought to be more dynamic and trustworthy. Weaknesses in vocal image include speaking at a steady, even pace; speaking in a monotone; maintaining one level of volume throughout the presentation; and improper use of pauses. One of the most common speech problems is speaking with a nasal voice. Speakers who have picked up local accents and speech patterns have to make a real effort to lose them, especially when they move to another part of the country where such regionalisms can be distracting.

Visual Aids

Visual aids can be very useful for gaining attention, for helping audience members remember main points and for better understanding the flow of the message. Visual aids give a polished touch to presentations and are evidence of preparation. Visuals can also be useful for keeping the speaker well organized and can replace the speaker’s notes; they serve as an outline to keep the speaker on track. When visuals are used incorrectly, however, the effect may to negate the impact of an important message. Presenters should bear in mind, therefore, that visual aids should be both visual and aids. To make sure the visual aids are visual, presenters should avoid standing between the visual and the audience and should use a font size sufficiently large that persons at the back of the room can read the slide or transparency. Presenters should observe the 6 by 6 rule: limit each transparency to six lines of copy with a maximum of six words per line. To assure the visual aids are aids, presenters should be well prepared so they do not have to read from their transparencies as constant reading suggests a lack of preparation and confidence.

Preparation and Use Of Time

Speakers who are not well prepared spend a large amount of time looking at their notes rather than at their audience. Audiences will remain more alert and interested when the speaker has organized, practiced and timed the presentation. When speakers exceed the expected time limit, audience members will leave, either physically or mentally. Speakers should ask someone to monitor the time and give them a signal when they are approaching their allotted time so they do not have to glance at their watches. Smart speakers will end on time even if they have to omit parts of the presentation they had intended to cover. Career professionals should consider content, audience, environment, tools and appearance before making presentations. Presenters need to prepare effective presentations to communicate the maximum amount of information in an efficient and effective way regardless of the nature of the presentation, the speaker owes it to the listeners to plan and deliver the presentation in a professional, persuading manner.

The most important items to consider before making presentation are as follows:

Ø The content

Ø The audience

Ø The environment in which presentation will be made

Ø The tools used to make the presentation effective within the speaker appearance

PERFORMANCE INTERVIEWS

Many managers devote substantial time to the performance appraisal process and, in most instances, arrange formal meetings with employees to give them feedback ( 1984) essential for employees to improve their performance ( 1983) measuring performance and providing feedback is vital as a form of management control (, 1992). Although contingency approaches such as these make good intuitive sense, they rest on the following three assumptions: there is no one best way to of conducting the interview that is effective and determining the most appropriate documentation processes depending on factors which define the interview context coupled with its documented importance within employees attitudes and performance and how such a practice would be used.

The performance level of an employee forms the basis for the appraisal discussion and serves as a benchmark for evaluating interview performance. It is not surprising that the performance has been a key variable in many feedback models on which the appropriate format of the interview can relate to performance appraisal process – such as the manager’s performance in the face-to-face encounter experience in approaching the actual performance appraisal interview and in conducting aware of the work that has identified skills that makes an effective personnel communication. Henceforth, some HR managers spend time engaging in interpersonal communication than in other activities for developing better communication. One of the most valuable skills that an HR manager can possess is the ability to successfully communicate with others having key ingredients for a victorious performance interviews as found in the psychological concept of participation whereby the subordinate feel encouraged to speak and offer their views as staffs are more satisfied with their interviews and with their superiors who conduct them when they participate in the appraisal process of the interview process as effective communication is as crucial today as to rate the acceptance of the process of performance interviews. In the performance interview, the superior sits with a slight, comfortable forward lean of the upper body trunk, maintains eye contact and speaks in steady and soothing a voice as possible. One way to sense the importance of the attending skills is to imagine how to feel if the performance was appraised by an individual who leaned backward and spoke in a harsh voice. The effective use of the non-verbal attending skills subtly but powerfully encourages other individuals to communicate. Open and closed questions help the superior stay on the topic and verbally follow the subsidiary to ensure, the most specific flow of communication as each type of question bears a different fruit: open questions encourage the subordinate to provide more general information; closed questions encourage more specific responses. The power of open and closed questions to evoke responses is demonstrated by imagining the spontaneous response to the same query asked first as an open and then as a closed question, for example:

Ø Open question: “How is that business plan coming along?”

Ø Closed question: “Is that new strategic plan in?”

CONCLUSION

In conclusion, I have learned that communication process and skills within the organization implies a significant role for the HR managers and staff as well as work team to be able to work in appropriate paradigm to realize goals and purposes of work functions and always aim to produce better channels of communication as poor communication among teams can weaken trust and loyalty in many aspects of the work environment. Therefore, communication climate and its promotion is a must in order for organizations to apply useful techniques to arrive into a well planned vision along with the integration and coordination of effective presentations with effective tools and materials to be used that can lead to a successful performance interviews in the appraisal process.

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REFERENCES

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