Effective Business Communication For Employee Education

Importance of Comprehensive Communication in Employee Training

Discuss about the Importance of Internal Communication Employee Education and Training.

Organizational communication fundamentally emphasizes on establishing relationships and further interacting with internal staff members and tends to reveal that modern business enterprises rely greatly on effective communication as well as efficient communication competencies from their employee base. The continuous actions of reforming the induction system are important for the prominence and existence of an organization, which is persistently aiming for a balance between adapting a shifting environment along with organizational efficacy. In this globalized world, there is an elevated rate of uncertainty whereby both the employer and the employee base have an accountability in the improving their skills (Jarle Gressgård et al., 2014). Furthermore, one of the significant aspects of organizational life in recent times is based on what education, induction, training and knowledge development that is acquired at the initial stage. This will certainly undergo a certain degree of redundancy during the continual working duration (Bidwell et al., 2013). Therefore, the need to establish an effective communication base while training or to transfer knowledge, new skills and proficiencies and attitudes among recently recruited employees will further necessitate a comprehensive transition. However, in the globalized business domain, several organizations have realized that to survive in this competitive world which is undergoing rapid changes and developments, employee induction is highly essential for new occupations of job along with recent forms of working techniques which necessitate a varied combination of skills and proficiencies (Keddell, 2018). The following paper will explicitly evaluate the way effective business communication has been playing an essential role in employee education for the productive functioning of an economy, its high level of competitiveness and the generalized growth and progress of the organization.

Importance of Internal Communication Employee Education and Training

Training or induction is identified as a systematic adaptation of behaviour through knowledge development, which occurs as instruction, command, development, growth as well as planned experience (Sheopuri & Sheopuri, 2015). Employee training is recognized as a strategized procedure which facilitates the transition and alteration of employee attitudes, skills, proficiency or skill behaviour through the process of learning experience in order to attain effective performance in the range of activities (Mishra, Boynton & Mishra, 2014). However Virtanen, Tynjälä & Eteläpelto, (2014) have stated that such a critical organizational procedure purposed for employee knowledge enhancement significantly requires an effective and highly comprehensive communication base for the newly engaged workforce to gather an inclusive understanding of the organization. Furthermore, a satisfactorily comprehensive communicated employee education process could develop the aptitude of an employee and further to influence the current and prospective needs of the organizations (Karanges, 2014).

Employee Training as a Systematic Adaptation of Behavior

It is important to observe that the broad range of training and educational development exhibit greater degree of concern with the attaining of a body of knowledge and expertise which further can be applied directly to employ of the specific type. Shifting technology and patterns of work imply that employee educational procedures must be a persistent process throughout the organizational procedure (Virtanen, Tynjälä & Eteläpelto, 2014). Furthermore, in the opinion of Becerra-Fernandez & Sabherwal, (2014, the importance to train new or recently promoted employees is regarded to be evident. As a result, such employees require improving their level of knowledge in order to acquire new competencies and standards (Shahid & Azhar, 2013). As the motivation level of these newly recruited employees are revealed to be greater, they deserve to be given an all-encompassing knowledge and deserve the values of the organization. Thus these knowledge transfers require a comprehensive tone and attitude towards these newly recruited base, only then employees can be efficiently acquainted relatively easily with the behaviour and skills expected in their new position (Becerra-Fernandez & Sabherwal, 2014). Thus, it is not always easy to determine the effective training needs of such employees. However it has been observed by Becerra-Fernandez & Sabherwal, (2014), that managers in themajority of globalized organization can employ four procedures to establish effective business communication and further to determine the training needs of individuals in the organization:

• Performance appraisal whereby the performance of each employee is measured and evaluated against the performance value and aims established for his or her job.
• Evaluation of Job requirement- The level of expertise in the suitable job description has been evaluated and those recruited staff without the necessary skills will require training (Snell, Morris & Bohlander, 2015).
• Organizational analysis- It is important to note that the value of the organization as well as its success in attaining its purpose is further analysed in order to establish where the divergences exist (Snell, Morris & Bohlander, 2015). For instance, employees who tend to set a comprehensive tone and prefer to communicate expansively to the new employees with a high revenue rate or a low performance record might further necessitate additional training (Sheopuri & Sheopuri, 2015).

Types of Training for Developing Organizational Growth

• Team based learning – This type of learning is identified as an important training method to attain enhanced level of knowledge and improved performance from the recently recruited employees. As team based learning tends to provide several beneficial factors such as gather various knowledge from others, knowledge transfer, work experience and skills. These benefits generally are attained through forms of effective and unambiguous communication which the trainer establishes with the newly employed staffs.
• Self-directed learning- Contemporary organizations in recent times have been spending adequate resources on education and development of managers as well as employees whereby there is a case of the new applicants who have been showing decreased rate of interest in practical training or knowledge development or not perceiving the value of training. Several employees prefer a problem-centric orientation to knowledge development which has a tendency to focus on real-life applications rather than focusing on certain theoretical situational contexts. However, these trainings would require intense and clear communication in order to circumvent any forms of misinterpretation and intricacies among the managers and employees.

Communication Stakes in Employee Induction

As per the opinion of Virtanen, Tynjälä & Eteläpelto, (2014) factors related to internal communication is recognized as an effective mechanism for professional association and career development to ascertain the consolidation or the development of a sense of belonging and therefore protect the organizational performance and growth. Thus, through effective and highly inclusive communication, it facilitates the ways of conciliation of various leaders’ interests and aims to further develop the sense of dedication and commitment of the recent employees towards the organization in a purposeful approach thereby condensing the employees’ individualistic subjectivity and level of resistance towards the newly assigned roles and responsibilities (Snell, Morris & Bohlander, 2015). Moreover, Sharma & Sahoo, (2013) have claimed that a well established interactive session during employee education program and the level of enthusiasm is directly proportional in order to make newcomers loyal and enhance their level of engagement towards the company. Furthermore it has been argued by Polito, (2013) that lack of proper communication or critical tone of leaders towards newcomers tend to diminish the level of their inclination towards the company and further resulting in creating unjustifiable assumptions and misinterpretations. For example, it has been observed that around 85% of recently employed enthusiastic staff has revealed low levels of probability to leave a company in comparison to the ones who developed a lack of motivation and engagement during the initial phase of the educational program (Sheopuri & Sheopuri, 2015).

Factors related to Internal Communication

Newly Recruited Employee Education and Training

Chang et al., (2014) have argued that Human Resource Management serves a significant role on the management growth and development in comparison to the conventional personnel management. Furthermore, management that is involved in the knowledge development of newcomers of an organization is formed in order to increase the overall efficacy and value of managers in their currently attained positions and further to prepare them for a more critical and challenging role when they are promoted to the position of conducting employee training and knowledge development (Sharma & Sahoo, 2013). As a result, management development has been attained a considerable degree of prominence and have further enabled them to be immensely direct and sincere while delivering any information or detail related to the mission, objectives and strategies about the organization (Snell, Morris & Bohlander, 2015). Thus Polito, (20130 has noted that this well-comprehensive discussion in employee induction programs have become immensely significant and prominent in recent years because of the increasingly challenging demands and requirements being made on newly recruited staffs and further because providing business to trainees through experiences can result to be highly time-consuming and unreliable procedure.

However, while Snell, Morris & Bohlander, (2015) have witnessed certain significant areas of avenues for promotion or appraisal in organizations, there has further been identified as de-layering  of the employee hierarchy and economizing, further implying that the role development is identified as an essential segment of the job and not only for the ones who have already attained the superior roles or the ones who look for essential competencies and skills or the employees who are being elevated for promotional purposes (Becerra-Fernandez & Sabherwal, 2014). Furthermore, with employee training programmes and knowledge development, there have been recognized a series of ‘on-the-job’ and ‘off-the-job’ strategies and approaches to employee development (Motlou, Singh  & Karodia, 2016). Some modern researchers are of the opinion that a significant proportion of methods, approaches and techniques employed for establishing purposeful communication and devoid of any forms of misinterpretations which are equally being applied to all the employees who have been employed recently in the company. Thus it has been stated Chang et al., (2014) that if modern business enterprises provide adequate knowledge and skills to the trainees, they must consequentially enhance the attitudes, perceptions and competencies of the other employees in future, otherwise issues related to communication and talent deficiency will emerge further in the future (Chang et al., 2014).

Role of Human Resource Management in Employee Education

Double Dimension of the Communication in Employee Education Program

It has been observed that any form of communication primarily incorporates two distinct aspects: the transmission of content provided and the understanding of the relationship between the interlocutors. However, this statement is based on one of the significant communication axioms in accordance to which any individual communicate and is further being communicated (Motlou, Singh  & Karodia, 2016). Furthermore, adapting the act of communication in the perspective of professional employee education program it is essential to indicate that the linguistic acts principally act responsive towards two vital needs:

• A ‘purposeful’ or ‘functional’ need whereby counters the language in the induction program by further determining the implementation of any role and accomplishment of tasks or other assigned responsibility
• A social need

It is important to observe that the role of properly established communication without any complex understanding or statements is not significantly being constrained to execute roles and responsibilities or further to exchange knowledge that is essentially professional or related to the purpose of the business enterprise (Snell, Morris & Bohlander, 2015). However, beyond the purposeful role of the word that is implicated in the effective execution of the assigned tasks, there can further be witnessed another term that is based on the inefficacy further facilitating the conception of the social links (Men, 2014). Furthermore, the dual facet of communication which tends to signify speech acts exhibits a high rate of propensity to target primarily towards activity and further acts oriented towards the social order (Becerra-Fernandez & Sabherwal, 2014). As per the concept of the communication axiom, there have been witnessed a relevant interdependence between the two significant dimensions. Thus in this manner, interactions or any form of delivery of knowledge to the newly recruited employees respond to two distinctive needs which are the transmission of instructions, commands or regulations that tends to ascertain the specialized operations and execution along with the involvement of employees in the recently joined organizational framework.

Communication Act Trends in Organization

Furthermore, the summary of the contextual aspects which are specific to the effective business communication during the process of induction program permits the insight of anticipation in the communication area in the employee educational program (Sheopuri & Sheopuri, 2015). Thus as stated by Jarle Gressgård et al.,  (2014), forms of internal communication established in induction program must be perceived as a primary resource of the employee training that purposes newly employed employees to attract, retain, encourage and further create a mutual association and belonging as well as coherence towards the organization (Keddell, 2018). However, in the current globalized competitive world where the beneficiary of professional services is being positioned at the centre of the customer marketing strategy, the establishment of an effective internal communication would aim to facilitate the contribution of induction, training and knowledge development to the formation of a general sense of satisfaction and commitment (Bidwell et al., 2013). Moreover, the correlation between the corporate or professional trainers with direct and indirect beneficiaries does not necessarily rely on the procedures but are developed on the basis of human dimensional factors.

On-the-Job and Off-the-Job Strategies for Employee Development

However, in the near future, the employee management will require being involved in the internal business communication that is the human finality that would correspond with the cost-effective one, an ethical proposition as well as consolidation of the organizational value and importance (Jarle Gressgård et al.,  2014).

Conclusion

Therefore, from the above discussion it can be concluded that some companies have initiated linking theoretical aspects and practices in employee induction in the process of employee education by effectively employing the own sources or further by creating individualistic approaches. In several multinational companies trainees and managers are segmented into teams for providing adequate knowledge development

References

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