Week 3 Learning Log: Post One

 

Section 1 -  Investigate the use of Communications Audits (Chapter 7)

 

Communication Audits can provide a powerful tool to measure effectiveness.  Our text suggests seven different communication audit tools.  These tools include interviews, surveys, critical incident reviews, network analysis, observation, document review, and focus groups (Ulrich et al, 2012, p. 174).  Like most audits, there are pros and cons to each audit. 

As I have shared before, my husband and I own a small retail store.  My husband manages the store and we are struggling with consistent communication.  There does not appear to be a two way communication in the store.  While this can be seen through observation, it does not lead us to better communication.  After reviewing each of the tools, we have decided that we need to take a step back and make sure to define our purpose, governance, ongoing learning, and accountability.  We have decided to approach this audit by including our staff.  We will begin by conducting a survey.  While the cons are that it does not provide in-depth  commentary, we feel we need to address the basics.

Our goal is to provide consistent communication and feedback.  We also see a need to institute a  reward and recognize our top performers.  Now, we do not.   

Reference:

Ulrich, D., W., Younger, J., Brockbank, & Ulrich,M . (2012). HR from the Outside In: Six Competencies for the Future of Human Resources. McGraw-Hill.

Section 2- Additional References:

This weeks discussions allowed me to find some additional references. 

Buckingham (2011) offered some great insight into 360 feedback surveys.  As I shared in my post, I have been a member of a 360 feedback pilot group that did not go well.  Buckingham's (2011) assertion that they do not work well, backed up my personal experience.

Buckingham, M. (2011, October 11). The Fatal Flaw with 360 Surveys. Retrieved on September 6, 2016 from: https://hbr.org/2011/10/the-fatal-flaw-with-360-survey (Links to an external site.)

Myatt's (2013) article pointed out that not everyone is a leader.  While I think HR can help develop employees, not everyone has the ability.  This article helped bolster my argument.

Myatt, M. (2013, January 2013).  Why You're not a Leader.  Retrieved on September 7, 2016 from: http://www.forbes.com/sites/mikemyatt/2013/01/23/why-youre-not-a-leader/#423855d25a4e (Links to an external site.)

Smallwood and Ulrich (2007) defined a leadership brand.  I felt their focus on the steps necessary for a company to move from being individually focused to creating a corporate culture of leadership was key.

Smallwood, N. & Ulrich, D. (2007, July-August ed.)  Building a Leadership Brand. Retrieved on September 7, 2016 from: https://hbr.org/2007/07/building-a-leadership-brand

Section 3: SHRM Connect:  

Like last week, I have been a lurker this week. I did get a follow-up question from a fellow submitter around the capability audit.  We did conduct an informal audit on Monday.  We have identified main functions in our business:

1. Receiving,
2. Delivery,
3. Sales,
4. Accounting and
5. Strategic Planning. 
Our next goal is to help improve communication.  I will be posting about my communication audit in the next few days.

Here is the link to my discussion from last week: 


https://community.shrm.org/communities/community-home/digestviewer/viewthread?GroupId=19&MID=91631&tab=digestviewer