internal com mu no cation

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SUNCITY DEVELOPERS LIMITED.

1. INTRODUCTION1.1 OBJECTIVE OF THE REPORTThis report is written on internal communication system of a real estate company. The main

objective of this study is to know the effect, affect, importance and role of internal communication

standard on the performance of an organization. Moreover, to find out the strategies, techniques,

tactics, initiative and steps can be taken to make the internal communication as a very effective

foundation of a company.

1.2 SIGNIFICANCE OF THE STUDY

The earth with its comparatively limited resources cannot meet the unlimited demand of the huge

number of population. Man are in a race of searching all inches of the land and earn at least a little

plot of the own for safe shelter. Real estate companies are doing a very good business on this

human needs and behavior. Suncity Developer Ltd is one of them. But to make a business

successful the most essential, effective, dependable and flexible tool is communication, especially

internal communication. It has been observed that there is a significant gap in between top level

and lower and mid-lower level management which reducing the efficiency of the potential

employee and causing hindrance to dedicate them to deliver their best effort to the company.

Through this study it is expected that the lackings of internal communication of the company will

be identified. Therefore, this study tries to give some suggestions for improving the internal

communication standard and thereby make the company more efficient in their business sector.

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1.3 METHODOLOGY OF DATA COLLECTION

The data are collected from both primary and secondary sources.

PRIMARY SOURCES

Experts Opinion

Face to face conversations.

SECONDARY SOURCES

Web pages

Different types of brochures.

1.4 LIMITATIONS OF THE STUDYSeveral drawbacks appeared at the time of preparing the report and hindered the total work

process:

Lack of availability of data.

Up-to-date information was not available.

A sufficient record, publications, facts and figures was not available.

For the reason of confidentiality some useful information can not be disclosed in this study.

Company considers the Annual Report as top secret, so we could not collect it.

Sometimes some comments are given based on previous record rather than data. So, it has

become an assumption based comment.

As, we were more dependent on the primary sources, so there might be some level of

inaccuracy with those collected information. Though, adequate verification and cross-checking was used, to minimize the error level.

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Confidential information regarding past profit or product cost, financial information was

not accurately obtained. Alike all other real estate institutions, Suncity Developer Ltd. is

also very conservative and strict in providing those information. In those cases, we have

relied upon some assumptions, which in result have created certain level of inaccuracy.Still, we had tried my best in obtaining that sensitive information, as much as possible.

Time constraint was another limitation restricting this report from being more detailed. The

Relationship Mangers at the operation or strategic level of the concerned department were

very busy with meeting their targets. So, it was very difficult for me to get them free and

obtain some practical ideas regarding their expectation and opportunities regarding my

topic.

Many of the analysis on the obtained data are based upon my sole interpretation. This in

result might bring some biases, as lack of knowledge and depth of understanding might

hinder me to produce an absolute authentic and meaningful report.

Most of the high authority personnel are also related with another company. It also worked

as an obstacle to set up an effective conversation.

2. REAL ESTATE SECTOR IN BANGLADESHSHELTEROne of the basic needs of the people. People always want to live in a better place.

Probably there will no people who do not possess a dream to acquiring a fantastic living place.

Man always loves to think and want to fallen in a day dream where he think himself in a nicehouse with his dearest person. To fulfill this dream of people the developers start their business in

all over the world. No doubt the developer concern about their profit but at the same time they

concern about peoples dream. Now developers are using most beautiful architectural design, super

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quality material, modern fittings, and ultra modern outlook and so on. Most common reason

behind the success of real estate business is that, our land of world is fixed and the increasing

number of people increases the unanimous demand of leaving place. The developer concentrates

on building high rise building rather than small building. Individualism is another common word inthis modern globalize world which also increase the demand of small size of apartment.

2.1 OVERVIEW OF REALESTATE IN BANGLADESH

Urbanization is an outcome of both population growth and rural-urban migration. As urbanization

increases, more and more people are becoming city dwellers. Bangladesh is not any exception to

that picture. The ever-increasing urban population is catering an increasing demand for shelter. But

it is very difficult for government of Bangladesh alone to ensure housing for all. Here comes the

need of private sector real estate development.

It is a recognized fact that the health of the Real Estate Development Sector is the barometer of the

National economy. In Bangladesh Real Estate Business started in Dhaka in late seventies. During

1970s there were fewer than 5 companies engaged in this business. In 1988 there were 42 such

developers working in Dhaka and in 2004 there were about 250 companies engaged in this

business.

Last two decay the real estate business get a revolutionary success in the Bangladesh history and

people paid their concentration to acquire a least one apartment for himself or his next generation.

The dream for a cozy and comfortable living is universal for everyone. For an urbanized city

dweller of today, this dream is coupled with a necessity of having the home in a safe and renowned

neighborhood with easy access to urban facilities. Not many of the city dwellers have the time and

energy to undertake construction of such a home by them. With the rapidly changing scenario of

the real estate sector of our country, professional commitment to the customers and the sector as a

whole is the key to meaningful business growth. To provide accommodation facility to city

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dwellers a lot of Real Estate Business firm have grown. They are trying to provide housing

facilities by establishing sky touching building. Some financial organization has also grown up to

provide assistance to buy apartment as well as finance to build up project.

2.2 FORMATION OF REHAB

With the number of companies increasing gradually, various problems concerning the housing

sector cropped up requiring early solution. At this stage it was necessary to form a trade

association of the Real Estate developers to protect the overall interests of the sector. To strengthen

the role of real estate sector Real Estate & Housing Association of Bangladesh (REHAB) was

formed with only 11 members in 1991. The objective of REHAB was to promote the real estate

development sector in Bangladesh.

2.3 PRESENT PERFORMANCE OF REHAB

REHAB (Real Estate & housing association of Bangladesh) is the only trade organization of Real

Estate Developers with a current membership of 713 Developers. All major institutionalized

Developers are members of this organization. REHAB is also the "A Class" member of the

Federation of Bangladesh Chambers of Commerce and Industry (FBCCI). In the recent years

REHAB has played a very significant role in nation building through Real Estate Development by

its members. The members of REHAB contribute a large amount of revenue to the Government

exchequer in terms of Registration Cost, Income Tax and Utility Service Charges. REHAB

organizes its most colorful annual event REHAB Housing Fair each year in Bangladesh for the

member developers, financial institutions and building material providers.

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2.4 REHAB AT A GLANCE

Name of the Association : Real Estate & Housing Association of Bangladesh

Year of Establishment : 1991

No. of Member in 1991 : 11

No. of Member in 2010 : 713

No. of Apt. units Del : 5500-6500 Units

No. of Plot units

Delivered by the

Developer per year

: 4500-5500 Units

Approx. turnover per year : 1,250 Corer Taka (Tk.12.50 Billion)

Revenue to Govt. : 100 Corer Taka (Tk.1.oo Billion)

Architects : 2000 nos

Graduate Engineer : 4000 nos

Diploma Engineer : 10000 nos

Management Official : 20000 nos

Direct Labor skilled &unskilled : 14 -16 %

Contribution to GDP : 1.5 Million

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2.5 TOP RANK DEVELOPERS IN BANGLADESH

Amin Mohammad Group

Building Technology and Ideas Ltd

Concord Real Estate

Navana Real Estate Ltd

Amicus properties

Homeland Real Estate Ltd

Ashiyan City

Uttaran Properties

Tech Ven Properties Ltd

Organ Developments

Suvastu Development Ltd.

Suncity Developers Ltd.

Sky View Foundation Ltd.

Rupayan Real Estate Ltd.

Alien properties

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3. SUNCITY DEVELOPERS LTD. (SDL) INBANGLADESH

3.1 INTRODUCTION

The SUNCITY DEVELOPERS LTD (SDL) established in 2004 by six members highly qualified

engineers whom are so experienced to provide professional services for the best quality

CONSTRUCTION & for the best proposal & recommendation to perform any structural

construction, any engineering jobs, engineering management services etc. and are capable to work

in time. The Directors (shareholder) of SDL served in many responsible positions like Teacher,

Executive Engineer, Structural Designer, Chief of Engineering Department, Managing Director of

other real estate company, Chief Consultant etc. in Bangladesh & abroad. Five Engineers of them

served with Grameen Bank for long times, so that a fare construction management idea they

acquired from many construction projects like high-rise building, factory building, 700 office &

residence building etc.

3.2 SUNCITY DEVELOPERS LTD. AT A GLANCE

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Ongoing Projects of Suncity Developers Ltd:

1. Suncity Sonargaon 2. Suncity Rose Vally

3. Suncity Moon 4. Suncity Jaman Garden

Name of the Company : Suncity Developers Limited

Year of Establishment : 2004

Address : 2/7, 1st Floor, Block - F, Lalmatia, Dhaka - 1207

Web Mail : www.suncitydevelopers.bd.com

E-mail : [email protected]

Moral : No compromise with quality.

Motto : Suncity Construction, Best Construction.

Mission : Provide the strongest and safest building

vision : Top rank company within 07years and expand outside the country.

Hand Over Projects : Suncity Hasnahena, Suncity Banalata, Suncity Daffodil, SuncitySharnalota, Suncity Fatema, Suncity Shewrapara.

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4. INTERNAL COMMUNICATION PROCESSInternal communications is a generic expression for all communication, that an organization

undertakes with its close stakeholders i.e. those people with whom it has a relationship thatrequires support, principally direct/indirect employees. The main purpose of formal internal

communications is to inform employees of the direction and performance of the organization to

which they belong. The profession of internal communications builds on fundamental principles of

other disciplines like Human Resources (HR), marketing, project management and media planning.

As a result it often gets adopted in organizations under different labels: employee communications,

employee engagement, internal marketing company communications, staff communication, etc. In

common with other communication professions, there are different areas of specialism within

internal communications like channel management, speech-writing, change communications, HR

communications, project communications, event management, social media, etc.

4.1 BEST PRACTICES FOR INTERNAL COMMUNICATION

After a vast investigation on focusing groups, interviews managers and employees, and

questionnaire survey, some major factors has been found as the best practices for internal

communication. These factors are

Managing Technology

Meetings

Orientation

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Recognition

Supporting People

Tools

Visible Leadership/Information Sharing Work teams

It is important to note that, the data suggest that these communications tools and practices in

themselves are not enough. There are underlying values that must be present to ensure successful

communication. The following values are inherent to effective communication for the best

practices identified; trust, relationships, planning, respect, authenticity, recognition, openness,

integrity, interaction.

The following values and principles are found to be essential elements running through the above

practices.

Builds relationships.

Builds a sense of community.

Creates opportunities for networking and sharing of best practices.

Fosters trust

Allows for participation of all staff.

Provides immediate feedback.

Consistent communication (everyone gets the same message, at the same time).

Common understanding

Team building.

Information sharing helps employees to make informed decisions.

Celebrates and recognizes achievements/staff contributions.

Leads to improved performance.

Increases efficiency and effectiveness of operations.

Face-to-face and two-way communications emphasized.

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Empowers staff; created by staff, for staff.

Creates a better understanding of what others in the department are doing.

Creates opportunities for learning and development.

The best practices identified in this review seem to support the following benchmarks for effective

communications:

4.2 BENCHMARKS FOR EFFECTIVE

COMMUNICATIONS The CEO must function as an open communication champion.

There must be a match between management's words and actions.

There must be a commitment to two-way communication.

There must be an emphasis on face-to-face interaction.

There must be a shared responsibility foremployee input.

Good and bad news travelling up to management should be encouraged (Multidirectional:

upward, downward, lateral and diagonal throughout the organization). Stakeholders interests, contributions and concerns must be known.

Employees should be encouraged to use an open communication strategy

4.3 BENEFITS OF EFFECTIVE COMMUNICATIONS

Good internal communications will-

Help to create a 'can-do' culture and build a committed and high-performing workforce

focused on achieving the councils goals

Boost morale and motivation

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Encourage staff to be your ambassadors

Help the organization learn your staff are a vital source of information and ideas

Provide a better customer service informed frontline and other staff will be up to speed

on whats happening in the council and why.

4.4 STRATEGY AND GUIDELINES OF INTERNAL

COMMUNICATION

A strategic approach is needed to make sure that you are focusing on the right things at the right

time and that you are making an impact. The best way to do this is to develop an internal

communications strategy which takes you from where you are now to where you want to be, and

sketches out how you will get there. It should be backed up by a detailed action plan. Internalcommunications strategy may include:

where you are now a summary of the audit findings

where you want to get to key priorities and clear aims and objectives, including targets

who your key stakeholders are, for example staff, managers, unions, members

key messages

milestones

'quick wins'

resources available budgets and staff

the communications tools you will use, for example, poster campaigns, staff road shows,

managers seminars, team briefings, newsletters

Evaluation how you will measure success.

Guidelines for Effective Communication

Dont try to get too many messages across

Behavior communicates more than your words. Employees prefer face-to-face communication.

The immediate superior is the preferred source of information.

Effective communication is timely and open.

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Even when you dont communicate, your silence communicates.

Showing is more powerful than telling.

Engaging is more powerful than telling.

Share the thinking, not just the conclusions.

5. INTERNAL COMMUNICATION PROCESS REVIEWOF SDL5.1 USE OF TECHNOLOGYToday, with the increased availability of Intranet technology, organizations of all sizes - even those

with as few as five to ten employees - can give everyone on staff access to internal information,

wherever and whenever they need it, simply and cost-effectively.

In analyzing the internal communication of SDL we find that they frequently use the new

technologies to manage internal communication. There, email is properly used. And in emails

subject and actions are clearly visible and message is brief but to the point. Internet is easily

accessible (system not slow) and is used by staffs to acquire informations related to their work.

And SDL has its official updated websites.

5.2 MEETINGSOne such important tool used to maintain order in a company is the business meetings.Business meetings are without doubt the best tool for a company for the fact that it provides crucial

information about the company's progress and how well is business. Meetings are used to show the

company's achievements as well as the company's weaknesses to the concerning people. In SDL,

office staff meetings are held monthly, and it use an agenda and provide minutes. Every staff has

the opportunity to express their views. It generally calls informal or quick meetings whenever

information on emerging issues needs to be disseminated immediately. Networking is practiced by

staff to share ideas, tools and practices with colleagues not just within the office but with other

branches of their office. And the managing director of SDL used to participate the regional and

national conference with the marketing manager.

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5.3 ORIENTATION

Once a new employee is hired, an orientation should be given to the employee to make him/her

enjoy a successful and satisfying work/life experience. In SDL new employees are assigned a staff

member who will respond to their queries, show them around the facility, pointing out any

important features along the way like emergency exits and hazardous areas. Booklets and other

induction materials are provided to new staff to enable them to have an a feel of what is expected

to them and how their role fits in with the organization. They are introduced to the existing groups

and profile of them are sent to other offices via email, newsletter. And the one month introduction

period of top level entry is usually celebrated.

5.4 FEEDBACK

Feedback is an essential part of improving performance regardless of current performance levels.

It's needed to maintain high performers, and improve poor performers. Management of SDL

encourages informal group activities such as lunches, morning /afternoon tea to celebrate

birthdays. Here, recognition for a job well done or feedback from management and colleagues are

readily made known, verbally or in writing, and issues are discussed openly and constructively. In

staff or informal meetings, management actively solicit feedback about their communication with

staff, asking questions like-when I talk or write, are you generally clear about what I am saying?

Do you think we communicate well around here?

5.5 WORKSHOPS

Workshop is intended to help employees at all levels and in all functional areas (whether or not

they have contact with external customers) understand what it takes to be successful in an

organization committed to service differentiation. Once they understand the basic concepts, they

will be challenged to identify specific actions they can take individually and in association with

others to improve the customer's experience. In SDL workshops are conducted off-site for specific

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business goals and also become a venue for team building and social/fun activities. The

methodology used for workshops is primarily interactive, the methodology includes lecture, as

well as individual and group exercises.

5.6 TRAINING

Giving training to employees has a significant role in modern business era. Not just to equip them

with latest tools your company has implemented, there is a lot more to it. Training is linked to

employee performance and retention. In addition, employees will not reach their full potential and

higher levels of productivity will not be achieved unless employees are adequately trained.

Training impacts organizational competitiveness, revenue and performance. In SDL regular

training are held to keep employee skills current. Rapid technological innovations impacting the

workplace have made it necessary for people to consistently update their knowledge and skills.

Especially training for rapid technological innovations and multidimensional areas are given.

Which usually demand far more from their area of specialization?

5.7 CONFERENCES

Conference is a meeting of people that "confer" about a topic. And SDL Developers arranges

conferences for discussing its business related matter. Its the formal place or time where the

employees represent their views, opinions or inform the authority about their problem. Generally in

conferences big issues are discussed.

5.8 SEMINERS

The idea behind the seminar system is to familiarize employees more extensively with the

methodology of their area of work and also to allow them to interact with examples of the practicalproblems that always occur during research work. It is essentially a place where assigned readings

are discussed, questions can be raised and debates can be conducted. It is relatively informal, at

least compared to the lecture system of academic instruction. And in SDL, attending at local/

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regional/national seminars is open to employees at all levels, not just restricted to managers.

Seminars are also held within the organization, where the employees of other branches of SDL are

invited to come.

5.9 TOOLS FOR GENERAL COMMUNICATION

In this company written procedures are readily available for operational staff. Internally most of

the news are exchanged by mobile message and print message. E-mail is used for clients. But

employees for their regular communication frequently use or prefer in personal method that means

talking face to face. They think its most effective. They also feel comfortable to communicate

through phone. And senior employees have official mobile and the company carries the bill of that.

5.10 SUPPORTS FOR USING TECHNICAL TOOLS

Though trainings are given to SDL employer, all the employees are not expert in using technology

for internal communication. So IT booklets or manual for MIS (Management information system)

and other electronic technology for staff are available for the employees. And these are regularly

updated. Besides this there are three technical supervisors to help the other employees for other

technical works.

5.11 NEWSLETTER

A newsletter is a regularly distributed publication. Many newsletters are published by companies,

to provide information of interest to their members, customers or employees. SDL also publish

regular in-house newsletters to make the staff well informed of ongoing activities, future direction.

Their newsletters include news and upcoming events and projects, as well as contact information

for general inquiries. And it also encourages for staff input in newsletter. There two types of

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newsletter. Printed (on paper) and digital (on the internet). But SDL publishes only the printed

newsletter. And they are waiting for the permission of REHAB to publish online newsletter.

5.12 EMPLOYEES INFORMATION

SDL keeps a register for the attendants and timing of the employees. All the staffs provide

information about their work progress. But there is no restriction to inform about their movements.

And there are no facilities for the staff and to note issues/thoughts for the day.

5.13 EMPLOYEES SUGGESTIONS

Employee suggestion programs can offer any organization a distinct competitive advantage with

their many benefits including cost savings, increased revenues, decreased waste, improved quality,

safety, customer service, improved corporate culture, employee motivation and employee

satisfaction. In SDL, there is no suggestions box but the employees and worker can directly and

openly give their suggestions. As the workers are directly involve to their construction work, they

are better known of the suggestion that might help the company.

5.14 MANAGEMENT SURVEYS

Management Survey is an assessment which designed to give a snapshot of key factors which have

the impact on organizational performance and quality of employees work life. SDL survey their

employees to judge their satisfaction, recruit top prospects, and create internal policies. And every

survey has a clear objective. To increase response rate they share the results of a survey with

employees. They dont give the complete copy of the results but give a summary covering the most

important founding.

5.15 EMPLOYEES PERSONAL INFORMATION

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SDL keeps all the personal information of the employees for any emergency contact. It lists all the

names of the employees, their telephone numbers and their functional responsibilities. Company

regularly updated the information if when any new employee joins or any employee resigned,

retired or fired. But all these information are kept confidentially.

5.16 CHAIN OF COMMAND

Chain of command is the decision-making responsibilities from the higher levels of authority to the

lower levels. A chain of command is necessary to keep order and control. If there was no chain of

command, workers would do as they wanted, with no one responsible for what went on. In SDL,

chain of command is strictly maintained. If the employees face any problem they have to inform

their immediate superior. Then the immediate superior will inform the concern authority.

Employees do not have the right to go directly to the authority. They have to follow the chain of

command. And because of the chain of command the responsibility and authority are clearly

allocated. There are no doubt in anyone's minds as to who they report to and who is in charge.

5.17 VISIBLE LEADERSHIPLeading teams requires face to face communication. Leadership is about more than the content of

the communication. To make the leadership visible SDL makes their minutes of management

meetings like executive team, board, senior officers meetings available to staff on a regular basis.

And managers debrief the staff after important meetings either faces to face. Organizational

staffing decisions are communicated to all staff. Once in a year company representative are invited

to attain certain meetings to help identifying issues or barriers to service.

5.18 FINANCIAL REPORT

Company makes big decisions regarding the investments based on financial reporting. Investorswant more transparent information about the financial data of the company. In SDL, reports of

division like Quarterly Report, Internal Audit Reports are communicated to the staffs. But these

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reports are considered as top secret. And Annual Report is communicated to only the relevant

employees. Not all the employees are permitted to get the Annual Report.

5.19 COMMUNICATION WITH BRANCES

It's common for large companies to have a corporate headquarters in one location, and severalbranch offices in different locations. SDL also have some branch offices. They are also going to

open new branch in Chittagong and Comilla. These branches help grow their business, and they

can target customers more locally than a large corporate office would. SDL tries to set up the team

so that they can work independently in their branches, as well as connect to the corporate office.

They make their communication with their branches well co-ordinate and ensure that everyone gets

the same message at the same time.

5.20 COMFORTABLE ENVIRONMENTSDL has a relaxed, comfortable climate in the office which allows easy information sharing andfacilitates problem solving.

5.21 STRICT MAINTENANCE OF HIERARCHY

SDL strictly maintain the company hierarchy by following the chain of command. The hierarchy is

presented as follows

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HIERARCHY OF SUNCITY DEVELOPERS LTD

5.22 DEPARTMENT WISE CONTRIBUTION ININTERNAL COMMUNICATIONEach and every department of the company such as HRD, Sells Department, Marketing

Department, Administration, and Research Department etc. has its own role to play in the internal

communication. Here we tried to present the department wise role in internal communication of

SDL.

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5.23 ROLE OF DIFFERENT FACTORS IN MAKING

RESPONDSThe ultimate aim of a company is to gain the positive responds of clients. Every company tries to

use its all tools and techniques to make it. We have tried to make a graphical representation of the

role of different factors in making the responds of SDL.

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6. SWOT ANALYSIS OF SDLStrengths:

Within the six years of establishment SDL has appeared as one of the most potential and

dependable member of REHAB by its good communication and royalty.

SDL has a bulk of qualified, experienced and dedicated human resources.

SDB has been able to utilize its extensive marketing efforts in order to capture a wide

customer base at a very short time.

SCBs dedication is supreme in providing the best services to the clients.

In order to exude innovativeness and creativeness, SDL tries its best to come up with

customers problems and solve them.

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Weaknesses:

SDL has a high charge and interest rate than other competitors. For this potential customers

are going away.

The real estate industry is now experiencing the contractual employment fever that hasstarted up and SDL has also fallen prey to it. Self-interest of the employees is actually

hindering their performance.

SDL is facing problem to create a smooth relationship with the clients especially with

foreign clients.

Most of the higher authority personnel are also involved with other company. So, they

cannot give the full effort to SBL.

While dealing with its customers- SDL emphasizes more on short-term profits than

focusing on the maintenance of a long-term healthy relationship with them. It may cause

severe losses.

Opportunities:

SDL has already started to work outside of the Dhaka. They have already started

construction in Chittagong City and going to begin at Comilla.

Marketing department of SBL has already made a design a package for different classes of

people which will come to the market very soon.

By offering more attractive interest rates, and lowering the charges, SBL can attract a lot of

customers.

Threats:

Increased competition by other real estate company is a threat to SCB.

The economical condition of market, unstable political condition of the country is also

warning.

Competitive rivalry within industry.

Increased provisioning requirement and increased paid up capital maintenance requirement.

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Price-cutting due to the unfair and hostile competition, i.e., market pressure for lowering of

lending rate.

Deep and frequent exchange rate fluctuation negatively impacting on import and export

business of all the clients.

Political acrimony and frequent strike and pervasive nature of corruption.

Inefficient and unstructured legal system.

Un-sufficient supply of raw materials.

7. CONCLUSION

SBL has already earned the reputation of a very potential growing company in real estate sector.

This real estate organization is comparatively much more structured than to operating in

Bangladesh. It is relentless in pursuit of business innovation and improvement with its sound

communication process.. It has the potentiality and capability to act as a leader in real estate sector.

We hope that with its vast operation both regarding its technology and communication, it will

provide wide range of products, versatile services, strong financial base, invaluable customers

satisfaction, and profound reputation within a very few time it will grown into a unique stature

which will be the subject to every ones envy and organizations pride.

With a bulk of qualified and experienced human resource, SBL can exploit any opportunity in the

real estate sector. It is the future pioneer in introducing many new products and services in the real

estate sector of the country.

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8. RECOMMENDATIONSMANAGING TECHNOLOGY

Standardize software and hardware should be used at all levels. Once software is tested, it

should be released to everyone at the same time.

Develop videoconferencing capability from individual desktops.

Encourage the use of videoconferencing, which should be used instead of travelling long

distances for training, for extended periods of time.

Develop in-house or in-unit subject matter experts to troubleshoot the use of a variety

of software, e-mail, voice mail and on-line systems. Tie this into learning plans and staff

development.

Take advantage of staffs background, training and comfort level in working with other

staff.

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Individuals sharing printers should learn how to register their name on printouts to prevent

confusion about to whom the copy belongs.

Each office or zone should have a "shared drive" to keep information such as minutes fromcommittees, meetings, LMCC, health & safety, union, etc. This will prevent e-mail

accounts from getting cluttered up with these messages and attachments.

E-MAIL

Issue or reissue e-mail etiquette guidelines along with a cheat sheet on how to set

defaults, mail minders, use of colors, capitals, fonts, save to disk, file management, etc.

Make arrangements with technical support staff to provide ad-hoc, ongoing learning and

support for use of the e-mail system for all staff.

Operational and procedural e-mails should be assigned a file number under the subject

heading, using a similar current subject filing system to that used in Insurance. This will

allow the set-up of proper and consistent operational folders.

When action is required, put a due date in the subject line.

Put an asterisk (*) in the subject line for action or urgent e-mails.

Develop a time management package for using e-mail.

Watch the continuous forwarding of e-mails. Scrolling through the information to find out

what the message is all about may be counterproductive. A short summary from the last

sender may work.

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Large units may want to set up and maintain a printed copy of operational and procedural

e-mails as a common file for those who may not have read the e-mail or missed receiving

it.

Develop a hot button on the e-mail.

Remember that e-mail is an impersonal form of communication; non-verbal

communication can be misleading and is subject to interpretation.

Although e-mail is a time-saving tool, messages need to be structured to allow users to find

the purpose of the message up-front, in an obvious format.

When referring people to a website, provide a short description of what is on the site to

allow users to make the choice of whether to go there, or not.

E-mail messages with long, multiple attachments are very frustrating. So, use short, logical

and informational email.

Keep e-mail lists up-to-date.

E-mail does not provide time to listen to the communicating party. The tool should not be

used for discussion purposes, but rather as an information exchange vehicle.

Prioritize e-mail (e.g. low, regular or urgent), and have staff become aware of and agree on

what is to be included under each heading. Because there is so much e-mail and so many

people get copied or included just for information purposes, the messages should be given

as per rating or classification with all staffs agreement. For example, urgent would mean

that it needs attention today. Regular would mean that you should read it as soon as you get

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a chance and it is information you will likely need in doing your job. Low would mean that

you may be interested in this and should probably peruse it sometime.

INTERNET

Web pages should have a contract managers name as well as a billboard for input. In

addition, a photo of the unit and a brief description of what the unit or person do a

designated person for response and standards should also be posted.

Each Region should have an Internet or Intranet site that all other Regions can access. This

would be beneficial as staff would be able to access and view the latest information and

share in the best practices of other Regions.

Develop an efficient search engine for the entire Intranet.

Post a flag on the desktop when an update has occurred on the Intranet.

The people who are in charge of the information content of websites should be involved in

the development of the sites. Sites should be simple, meaningful and bilingual. Developers

need to consider what is valuable to other people, consider who needs to know the

information, and select the audience. When its old news, get it off the Web; review the sites

and clean them up. Give employees training on the Internet and time to experiment with the capabilities of the

systems that are available to them.

Create a page on the Intranet of all general information that employees should be able to

access.

Have Regional Offices keep an up-to-date organizational chart on the Intranet where staff

can go to view names and telephone numbers of individuals that they might have to contact

in performing their daily duties.

Where there is a high turnover in staff, it would be very effective and efficient if staff could

go into a central database to determine who does what and where and to get the

individuals telephone number.

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MEETINGS

Set aside a few minutes each morning with the unit to review issues, keeping it casual and

light. Inform them of your schedule and work in progress. At a minimum, stop in and say

hello.

When possible, incorporate breakfast or lunch into a meeting.

Have the unit meeting outside the office.

Although large staff meetings are useful and provide a lot of information, staff is

intimidated about asking questions. Regular smaller group meetings are essential to ensure

that all staff gets their issues/questions addressed.

For the staffs working in distance branches, hold a regular weekly or biweekly conference

call with a representative from each of three modes of service (Telephone Centre, Walk-In

Centre and Processing Centre). New policies, updates or directives could be discussed so

that each mode of service is aware of the changes and can seek out the necessary

information.

Hold a regularly scheduled "open talk" meeting (e.g. a two-hour meeting) between units.

Often, these types of meetings result in discussions that are beneficial for client service,

morale, communications and a better understanding of the roles and linkages of staff.

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ORIENTATION

Design a package for new employees that include a copy of the organizational chart and a

contact person and phone number for each unit.

When possible, interview each person in the unit to find out what work he or she does.

Encourage trips to other offices within the region and RHQ to gain a local perspective and

network.

Ensure proper orientation for new employees in the department because it greatly enhances

employee understanding of the department, its role, its business lines and its mandate.

RECOGNITION

Hold regular events to recognize staff contributions.

Use short-term assignments to reward employees for a job well done.

Use the website to recognize a staff members long service, by providing a short summary

of the persons career. Colleagues to browse the information.

SUPPORTING PEOPLE

Hold a yearly retreat with staff and encourage social interaction for staff to get to know

each other better. Perhaps bring in a guest speaker.

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When they are in the office, Supervisors/managers/directors should block out time every

day for staff to have access to them. Use a whiteboard or Calendar to indicate the times

available for meetings.

Encourage lunchtime sessions to learn how to use equipment or software.

Candidates applying in competitions should have a copy of the core competencies attached

to the statement of qualifications.

Introduce short-term staff assignments as a means of gaining broader knowledge,

obtaining greater staff commitment to the organization, and providing incentive for staff to

expand their experience.

The bigger the organization, the harder it is to communicate openly; communicators

accountability is important. All employees need to feel comfortable in approaching their

manager to ask questions/address issues.

Work to eliminate the perception that staff are travelling for pleasure when attending

conferences. Not only managers should have the opportunity to network; funds must be set

aside for these types of events on a regional and national level.

Conduct staff performance evaluations on a regular basis; feedback is not as regular as it

should be. Good performers should be rewarded and nonperformers need to be dealt with.

Learning plans could replace evaluations.

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Give Information Management courses to managers to ensure that they can provide their

staff with a choice of medium for the information they need.

Take advantage of what new people coming into the Department have to offer. Respect thatthey come to this Department with many skills and abilities. Managers and directors should

try to capitalize on and build on this diversity and these assets rather than trying to

assimilate them into the old HRD ways.

New staff coming into an HRD office often has a lot to bring with them in terms of fresh,

clear perspectives and many ideas from previous experience in other departments, regions

and private industry.

Create opportunities for staff in larger offices to get together and mix so they can get to

know each other and learn about each others roles.

In the group session staff still feels very segregated and separate, even after five years in

organization. Indeed different units members feel that they don't even know one another.

Opportunities to get to know each other would result in a better understanding of each

others roles and better morale.

Provide managers with their own budgets so they can answer staff questions and

communicate more clearly with staff on issues related to training, travel, resourcing etc.

TOOLS

Take advantage of the local telephone service provider.

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Several issues were raised about the use of voice mail: people leave long messages on their

voice mail, but do not update them when absent. It was suggested that a policy be

introduced to ensure that everyone uses the tool consistently and to ensure that a live

person is always available to respond to everyones telephone calls. When leaving a telephone message on voice mail, leave a brief message, giving an

indication of why you are calling along with your name and telephone number.

When a local office sends a "hard file" to an HRCC to have it updated because the work

has been done by the HRCC due to an urgent phone call or fax, the local office should

write a memo to the file to that effect to prevent wasted effort and time on the receiving

end.

Often, there are urgent situations where a local office calls the main HRCC to get someone

to take action on an claimants account. The local office then forwards the actual hard copy

file to the office a couple of days later. When the local official does not file a memo

indicating what has transpired, the work often gets done twice or time is wasted trying to

figure out why the file is there.

BTV and videoconferencing are useful for some things, but do not work for other

purposes. These resources are often being misused (e.g. e-mail training, introduction of

new legislation).

Communication that needs to be explained and understood must be a two-way process. For

example, training requires two-way communication. Electronic information is good, but

one cannot watch a PC screen all day to get information.

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An erosion of the knowledge base occurs when all information is provided in an electronic

form (e.g. procedure manuals are not consulted as regularly in electronic form). We need a

happy medium of printed and electronic information.

Newsletter must be read and respond regularly.

We are much more reactive in communicating than proactive. We communicate too

quickly; we do not give ourselves time to think and plan.

Make use of the electronic form for travel expenses. It saves time for completion and

ensures uniform use of common format.

Specifically indicate action required in the title of memos, messages and notes, including

the required action date. This practice was used previously but seems to have been

discontinued in most areas.

Electronic Boards are a good idea and have the potential to be used effectively.

Provide managers with some type of support staff to assist them with the flow of

information that staff need in order to provide a quality service to clients on an ongoing

basis. Have Program or Operational Internet sites where staff must go automatically on a

daily basis to ensure they are dealing with the latest policy information when carrying out

their duties.

VISSIBLE LEADERSHIP/ INFORMATION SHARING

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Discourage the use of e-mail to celebrate success, as it becomes just another message lost

in the shuffle. Vary the approach using staff meetings, postings on whiteboards,

newsletters, etc.

Use words of encouragement, pictures, etc. to celebrate success.

Do not rely on e-mail for all information sharing.

Review the corporate use of videos; they should be short, snappy and entertaining.

Senior managers should use BTV to introduce themselves to staff or to thank staff for a

job well done. Sincerity is very important. This type of message delivery is much more

personal than viewing a video or receiving e-mail.

Senior management presence is always appreciated (particularly when major changes are

being announced or implemented).

With the expansion of our partnerships with other departments, communities and the

private sector, it is important to include these partners in our internal communications

(what used to be external communications can now be considered internal).

Managers should synthesize and share with staff the information they obtain through

conferences, training and meetings, when the information is relevant for staff.

Filter information laterally and vertically, before it is disseminated.

Linkages are needed to ensure staff gets better messages and consistent information from

all sources. The amount and diversity of information is lacking in coordination.

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Ensure that the roles and responsibilities of staff are clearly outlined and understood. Often,

miscommunication results because people are unclear about others roles and what the

expectations are. Once this is clearly outlined and identified, misunderstandings are often

resolved.

Have one individual identified in each HRCC or zone to disseminate "soft or general"

information. Staff in some areas feels that they are getting the operational information they

need to do their jobs, but some are not getting the so-called "soft information" such as

assignment opportunities, travel rate changes, and other general information. It is felt that

some people don't get this information because managers feel differently about whether or

not it is important to pass this type of information on to staff.

Managers who walk around and talk to their staff are likely to get a feeling and feedback

on the feelings in the office. Often this part of communicating is skipped, but it is one sure

way to get a good feel for the mood of the staff and get feedback on internal issues that the

managers might not normally receive.

WORK TEAMS

Set up a logbook to note outstanding issues from the last shift, plus briefing notes, for those

job sharing or on shift work.

Undertake joint initiatives with representation from all units. This prevents duplication of

efforts, keeps everyone informed and provides a single report upon completion.

Bibliography:

1. Face to face interaction with SDL personnel to get in depth information.

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2. Primary information sources, such as information gathered at the time of customer service.

3. Secondary information sources, such as product brochures, different printed format,

manual and guidelines, Booklet of Account Opening Application.

4. Prior research work and reading material on this topic.5. Officials of SDL

6. An article by Afjal Mamun published on 5th July,2010

7. www.rehab-bd.org

8. www.suncitydevelopersbd.com

9. www.wikipedia.com

10. www.ehow.comwww.hp.com

11. findarticles.com

12. www.effectivemeetings.com

13. answers.yahoo.com

14. pages.ebay.com
http://www.rehab-bd.org/http://www.suncitydevelopersbd.com/http://www.wikipedia.com/http://www.ehow.com/http://www.hp.com/http://www.hp.com/http://www.hp.com/http://www.effectivemeetings.com/http://www.rehab-bd.org/http://www.suncitydevelopersbd.com/http://www.wikipedia.com/http://www.ehow.com/http://www.hp.com/http://www.effectivemeetings.com/

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