Construction Industry Communication
At every contractor’s retreat, the lack of adequate communication from the company to its employees is always in the top five issues — often in the top three. Communication, or the lack thereof, is deceptive inasmuch as many contractors assume that the problem can easily be resolved with an internal website, an internal newsletter, or other published information. Most often, the dissatisfaction is mostly about employees:
- Not knowing where the company is heading;
- Not knowing what the plan is to get it there;
- Not understanding what their role is in supporting that mission; and
- Not being aware as to how they are performing against expectations.
Anytime there is ambiguity, whether it is about job duties, expectations, authority, responsibility, lack of information, or so much more, the organization will suffer from communication failures. At Succession Institute LLC, we have the necessary experience to help contractors work through all of these areas so their corporate resources, management and employees can knowingly and simultaneously begin moving in the same direction.
Common issues to deal with that impact and improve internal communications are:
- Employee evaluation processes;
- Employee feedback tools (from suggestion boxes to 360 degree feedback instruments);
- Standard operating procedures (published information outlining the guidelines a contractor expects its board, management and employees to operate within);
- A clear organization of governance (board powers and expectations; management’s powers, limitations, and expectations; published organizational charts; etc.)
- Job descriptions;
- Job competency models;
- Performance expectations;
- Assessments (leadership, managerial and limited personality tests);
- Performance measurement and monitoring systems to objectively evaluate performance;
- Open communication regarding the organization’s mission, vision and values;
- Internal communication tools, techniques and processes to quickly update employees about critical information (so that the grapevine is not the only source of important information); and
- The creation/fine-tuning of information/reports to assist management in day-by-day business navigation (development of critical success factors, key operating statistics and other management-focused analytical tools).