Establish Effective Workplace Relationships BSBWOR401A Prepared and presented by Hunter Institute 1
Learning Outcomes • Collect, analyse and communicate information and ideas • Develop trust and confidence • Develop and maintain networks and relationships • Manage difficulties to achieve positive outcomes 2
Effective Workplace Relationships “People want to know that they are important to an organisation and that their work is important to the work of the organisation. Good managers do this.” Bill Cossey (Chief Executive State Courts) Adelaide 2004 3
Activity • Describe a workplace that has achieved effective workplace relationships. • What does it look like? • How are people behaving? • What support systems exist to support effective workplace relationships? 4
COLLECT, ANALYSE AND COMMUNICATE INFORMATION AND IDEAS In this section we will discuss: • The need for information sharing. Tools you will take away from this session include: • Basic communication tools that will enable you to • communicate ideas and information that are appropriate to your audience • ensure communication takes into account social and cultural diversity • seek input from internal and external sources to develop and refine new ideas and approaches.
WORKPLACE INFORMATION • Information is: • A message received and understood, that reduces uncertainty • A collection of facts (data) from which a conclusion may be drawn • Knowledge acquired through study, experience or instruction Workplace information may be sourced internally and/or externally • To fulfill your work duties you will need: • Specific information – related directly to your role, tasks, the organisation’s goals and vision • Generic information – related to organisational operations within the world environment.
USEABLE INFORMATION Information is useful when it is: • verifiable • timely • communicated in ways that make it understandable to the user • valid • reliable • accurate • consistent • sufficient
COMMUNICATION Frontline managers provide the communication link between workers and upper management. You will be required, on a daily basis, to communicate effectively with managers, workers, suppliers, customers (internal and external) and other stakeholders.
FOR INTERACTIVE DISCUSSION What are the skills required for effective communication? Effective communication occurs only when a message is sent and understood as it was intended. What does this mean to you?
FOR INTERACTIVE DISCUSSION Why is spoken language a poor medium for communication? What do body and paralanguage tell you that words do not?
ASSERTIVENESS Effective communication is based on assertion
COMMUNICATION AND DIVERSITY • Diversity - the quality of being different and unique at an individual or group level. • Valuing diversity - appreciating and respecting the worth and contribution of human differences. • Managing diversity - creating and sustaining an open, supportive, responsive organisation in which differences are combined and encouraged so that everyone can reach their potential.
DIVERSITY • Fuels creative energy and insight • Is essential to the growth of individuals and organisations • Sparks alternative viewpoints and ideas • Enables organisations to develop broad perspectives, pre-empt change and approach problems creatively.
FOR INTERACTIVE DISCUSSION • Do you know what your organisation’s anti-discrimination, equal employment opportunity, affirmative action polices are? • Do you understand their meaning in terms of your workplace behaviours and those of others? • Are they evidenced by the ways in which your organisation recruits, selects, trains and promotes staff, and in its operation in the wider community? • What can be done to improve acceptance and understanding of diversity in your workplace?
INFORMATION SYSTEMS An information system is a collection of hardware, software, people, procedures and data. The system must provide appropriate, accurate and understandable facts, figures and general information to the people who need to know.
Good quality information + honest, open communication = high productivity.
7 Main Elements of Communication • Sender • Message • Receiver • Feedback • Channel • Context or setting • Interference or noise 17
Message A Process Model of Communication CHANNEL Verbal, Visual, Non Verbal Eg: Television, telephone, computer SENDER Self Concept Family Culture Skills Feelings Attitudes Values RECEIVER Self Concept Family Culture Skills Feelings Attitudes Values INTERFERENCE Feedback CONTEXT Environment, status, time 18
Appropriate Method and Pattern of Communication • Analyse your audience • Decide your purpose • Identify the subject • Consider the context • List/think about all issues/topics to be included • Decide sequence or strategy to deliver message 19
Workplace Diversity:Individual Differences • Perceptions • Motivation • Gender • Self-esteem • Life Stage • Values and Attitudes • Locus of Control • Education and Skills • Preferences • Socio-cultural • Career Goals • Expectations • Position roles 20
Workplace Diversity: The Legal Framework Remember there is State and Federal Legislation prohibiting discrimination and harassment on the grounds of: • Transgender • Religion • Partners characteristics • Pregnancy • Family responsibility • Race and Nationality • Gender • Age • Sexual preference • Disability • Marital status Opportunity based on MERIT 21
Managing Workplace Diversity ‘Managing diversity’ looks at the diverse needs and capabilities of employees and how this can be best managed. Diversity: • must be valued • requires a cultural change • challenges individuals to change core values and behaviours 22
For Change to Occur • A strategy and process must be implemented • The strategy must be supported by all staff What are you going to do to change the culture of your team? 23
Workplace Diversity • Do you understand your own perceptions and biases? • How do you recognise prejudice in the workplace? Activity • Convert subjective experiences into objective statements • Identify your cultural biases 24
Understanding Persuasion and Influence • Activity: • Complete self assessment • Discuss your answers with your group • Prepare to discuss with the whole group 25
Understanding Persuasion and Influence • Self assessment statements are ‘myths’ about persuasion (Although some contain a grain of truth, they are risky guides for communication) • Total Score 45-35 (Successful communicator) • Total Score 34 - 28 (Scope for better choices as a communicator) • Total Score 27 – 7 (Scope to rethink some of your basic assumptions. The rewards will be more than worth the work! 26
Develop Trust and Confidence • TRUST – can be defined as confidence, the absence of suspicion, confirmed by our track record and our ability to correct. (Learning Centre 1996) • People with a great deal of CONFIDENCE feel good about themselves and think that they are able to accomplish most tasks that confront them. 27
Develop Trust and Confidence • Treat people with integrity, respect and empathy • Develop and maintain positive relationships • Gain and maintain trust and confidence • Adjust interpersonal styles to the social and cultural environment 28
Workplace Trust in Decline • The level of trust was best between front-line employees and their immediate supervisors. • The level of trust was worst between front-line employees and top level executives. According to survey findings 29
Develop Trust and Confidence ……….……Seeks Feedback…………… Open Arena Blind Spot ……….……Self Discloses…………… Hidden Unknown 30
JOHARI Window ……….……Seeks Feedback…………… Not Known to Self Known to Self Open Arena Blind Spot Known to Others Known to Others ……….……Self Discloses…………… Hidden Unknown Not Known to others Not Known to others Not Known to Self Known to Self 31
Developing Effective Relationshipspart 1 • Support each other • Learn from each other • Engage in meaningful interaction • Acknowledge difficulties • Provide accurate information 32
Developing Effective Relationshipspart 2 • Clarify expectations, priorities • Initiate continuous improvement • Communicate/celebrate success • Work across teams - job rotation • Communicate openly, honestly and consistently 33
Treat People with Integrity, Respect and Empathy …part 1 • Be sensitive to the needs of others • Communicate openly and honestly • Be reliable • Be loyal to the organisation and workers • Be self motivated 34
Treat People with Integrity, Respect and Empathy….part 2 • Be collaborative • Treat people equitably • Be concerned about people’s welfare • Consult with employees • Appreciate individual differences • Plan tasks well 35
Good Governance and Risk Management • EEO Policy • Anti Harassment Policy • Affirmative Action Policy • Code of Conduct • Grievance handling procedures What other strategies can you use to manage standards of workplace behaviour? 36
Actions a Leader can Take to Gain and Maintain Trust and Confidence • Solve problems • Share credit • Air concerns with relevant people • Hold informal talks • Be direct in communication • Be timely and admit mistakes • Engage in honest and tactful communication • Schedule regular meetings for input and feedback 37
A Culture of Trust …part 1 • People enjoy coming to work • Staff freely share ideas • Conflict is resolved constructively • Managers never use their position as a threat • There are no rewards for being “Yes” people 38
A Culture of Trust…part 2 • Staff feel valued and appreciated • Managers are not threatened by devolved authority • Mistakes are handled with support • Staff and managers respect and speak highly of each other • Most people willingly take on extra work 39
Building Customer Confidence and Trust • Provide quality work • Make customers feel comfortable • Foster partnerships • Be honest • Build long–term relationships • Under promise, over deliver 40
Networks and Relationships • Activity • What are the benefits of networking to your team/organisation • What are the benefits to you personally? 41
Networks and Relationships • Benefits to your team/ organisation • Source of information about developments in the industry, marketplace and wider community • Opportunities to do business with a broader circle of customers • Provides opportunity to tap into ideas about new services and ways of doing things • Grants access to industry expertise • Provides support and assistance on issues your team is grappling with • Presents opportunities for beneficial partnerships and supply arrangements 42
Networks and Relationships • Benefits to you personally • Introduces you to a wide range of people with different skills, knowledge and links to further contacts • Extends your circle of business and personal acquaintances • Provides you with sources of information and a forum for sharing ideas • Gives you access to advice on a wide range of subjects • Reveals new career opportunities 43
Networks and Relationships • An approach to networking • Be aware of benefits • Work to develop areas of personal expertise • Analyse your current network of contacts • Establish your own networking goals • Get out there, promote yourself and make contact • Sell networking to others • Make sure networking benefits all parties • Be an advocate for others 44
Networks and Relationships • Activity • Describe how your organisation uses networks to its advantage. AND/OR • Describe how your organisation could benefit from establishing and maintaining a network 45
Week 4 –What have we covered so far? • Week 1 – Collect, analyse and communicate information and ideas • Week 2 – Develop trust and confidence • Week 3 – Develop and maintain networks and relationships • . . . Where to from here? . . . 46
Manage Difficulties to Achieve Positive Outcomes • Week 4 Topic - • Week 5 – Final Assessment – • In-class case study 47
Manage Difficulties to Achieve Positive Outcomes • Prevent workplace problems • Understand workplace behaviour • Support, coach and guide others • Resolve work difficulties • Manage poor performance • Manage team conflict • Negotiate difficult situations 48
Prevent Workplace Problems • Problems may be about: • People • Processes • Technology • Materials • They may be • Routine • Unique Minimising Work Disruption 49
An Approach to Preventing Workplace Problems • Anticipate problems as part of the planning process • Develop suitable performance standards • Design applicable “work practice standards” • Implement effective feedback processes • Make people responsible 50