Applying What You've Learned 121
APPLICATION 5-D
Revise a Poor Communication about Child Care Policies
The background. It is not uncommon for businesses to announce cut-
backs of various types: for example, in available overtime hours, in medi-
cal benefits, or in services previously provided to some percentage of the
staff. Presenting negative news in a manner that does not diminish the
trust or work commitments of colleagues is an essential skill for success-
ful leaders.
In this application, Urkel United is announcing a policy that reduces
child-care services and facilities, a policy described in the following let-
ter. Can you rewrite the letter to reflect greater empathy (and a more
sensible implementation time line)?
Dear Colleagues:
As you know, our company is facing hard times, and we regret to inform you that Urkel
United can no longer afford to offer free day-care services to all employees with
children from ages one year to four years old.
Employees who have used work-site child care for one full calendar year or longer may
continue to enroll their eligible children in the Urkel facilities but at a charge of $50/day.
All other employees, who have either never used our day-care facilities or who have
been employed at Urkel for less than one calendar year, will not be permitted to use the
facilities in the future.
These policies will go into effect 30 days from the date of this notice.
Please contact me at ext. 8663 if you would like to discuss alternative day-care
arrangements. We look forward to your cooperation in implementing this policy. As
always, we value the work you do for Urkel United. As the holidays approach, we wish
you and your family all the best cheer of the season.
Sincerely,
Bonnie Voyage
Benefits Coordinator
Human Resources
The purpose. Your difficult task is to be candid about the reasons behind
the bad news and to show that you understand the serious impact that
the reduced or eliminated support for child care will have on many of the
employees. For example, consider that $50/day in child-care costs will
122 CHAPTER 5 Writing to Colleagues within the Organization
total around $1,000 each month, and employees who are no longer eli-
gible for the company-provided care facility will likely encounter even
higher costs and face logistical difficulties.
The audience. Assume that no one will welcome this news, and some
will want to "kill the messenger," as the saying goes. Also, because child
care for working parents has become such a serious workplace issue,
even staff without children may be unhappy with this news. Given these
likely reactions, you will want your colleagues to trust that the reduction
is necessary, that you and others have examined all alternatives, and that
you have a compassionate concern for employees and their families.
The communication strategy. Revisit the "Negative News Pitfalls" on
pages 110-12 of this chapter. Given the nature of this communication,
consider the crucial importance of tone and of evidence that explains
why the policy change is necessary. The letter should also identify a per-
son to whom affected employees can turn to express their concerns and
to learn about alternative child-care resources. Many well-run companies
would also schedule one or more open meetings to address employee
questions and concerns.
APPLICATION 5-E
Revise a Poor Communication about Flexible Work Schedules
The background. Some business communications amount to "feasibil-
ity studies”: their purpose is to gather information so that managers can
make informed decisions about possible new policies or benefits. For
example, a company might want to explore the possibility of making
company-leased automobiles available to more employees or of creating
a fitness facility. In such communications, you should make clear that
nothing is being promised; rather, you are simply gathering colleagues'
views on the issue.
In this application, United Services is exploring the possibility of
allowing some number of flexible work schedules for employees. The fol-
lowing inquiry is poorly written and shows little understanding of the
strategic issues at stake for United. Can you think through the good and
bad consequences of a flexible work schedule and craft a clearer and
more realistic set of suggestions and questions?
Applying What You've Learned 123
DATE:
TO:
FROM:
January 18, 2016
All Staff Members
Judy Stabler, Chief Executive Officer
United Services Inc.
Flex Work Schedules
Subject:
The bosses and I have been considering flex-time possibilities - you know, where you
have more choices about your daily time commitments. (BTW, this does not give anyone
the opportunity for slacking off.) In order to accommodate your various lifestyles, we
want to hear what would work for the type of work you do and for your personal
interests.
Would you, for example, be interested in any of the following:
• Work from home one day each week?
• Work four 10-hour days each week?
. Maybe you could work 10 a.m. to 7 p.m. instead of 8 a.m. to 5p.m.?
• Go half-time and split your work with someone else?
• Do you want to work a "9/80" schedule; that is, work 80 hrs in 9 days and have a
long weekend every other week?
• Work five days each week but 10 a.m. to 7 p.m.?
• Do the regular schedule every other month, and flex schedule the other months?
Let us know what you think and we will devise a plan of action. Tell us why a particular
flex plan would work for your job responsibilities. Until we have approved a new plan,
of course, everyone will work as usual.
The purpose. Your challenge is to gather information in order to assess
both what types of flexibility the staff might desire and (very important
as well) whether the company can both support flexible schedules and
sustain its productivity. You don't just want to hear your colleagues'
enthusiasm and personal schedule desires; instead, you need their realis-
tic assessment of how the work of the company can get done expedi-
tiously and seamlessly in a flex-schedule environment.
The audience. Given the increasing popularity of flexible scheduling
and of the ability to work from home, much of your audience will be
receptive to your inquiry-and excited about the possibilities it suggests.
However, some employees may wonder how important office interac-
tions will be coordinated if flexible scheduling takes effect.
The communication strategy. You will quickly perceive that the sample
memo above is poorly crafted in tone and writing style. You will want, for
example, to eliminate the hierarchical reference to "bosses" and to sim-
plify the confusing and repetitious scheduling suggestions. Be sure to
124 CHAPTER 5 Writing to colleagues within the Organization
stress that nothing is being promised regarding future schedules; rather,
you are seeking useful insights for the decisions still to be made. To aid
that assessment, what sorts of practical, work-related information might
you need from the various office units?
APPLICATION 5-F
Revise a Poor Communication about Holiday Office Coverage
The background. Sometimes special circumstances, such as major holi-
days or emergency situations, require a temporary shift in work sched-
ules or in the availability of certain company resources. Some companies
develop "what if" work protocols before unusual events even occur; oth-
ers have to improvise when a sudden need arises.
In this application, Framish Fiduciary needs work coverage over the
Thanksgiving holiday, and no plan for this coverage is in place. The HR
director has, however, written a memo that will probably irritate employ-
ees on every level. For one thing, the memo lacks empathy. For another,
it is confusing: is the HR director announcing a plan, requesting input, or
both?
Review the current memo and then revise it so that it makes a clear
announcement of a settled plan.
Dear Colleagues:
As we approach the Thanksgiving holiday (Thursday and Friday, November 24–25), we
need to plan for coverage of essential functions during those days. All nonessential staff
will take November 24 and 25 off as scheduled.
The situation is different for our security guards, for the computer technicians who
maintain our Web site services, for the phone receptionists (needed on November 24
only), and for all staff working on the Behemoth Project (for which the completion
deadline is Monday, November 28). All employees in these categories will need to work
regular hours, in shifts to be arranged, on either November 24 or 25-or perhaps both
days.
Each division manager will submit a holiday-coverage plan for approval by November
7. Employees who are required to work on November 24 and/or 25 will receive
compensatory vacation day(s) to be taken in the month of December 2016. Thanks for
your cooperation as we all pull together to make Framish Fiduciary Inc. the most
reliable financial-service agency in New York.
Sincerely,
James Kiehl
Human Resources
Applying What You've Learned 125
The purpose and audience. Again, the goal is to make the memo an
announcement of a settled plan for the holidays (which you might need to
flesh out a bit), and not also a request for the directors to submit further
information. You will want your office-coverage goals to be clear, reason-
able, and sympathetic to those who must work through Thanksgiving.
The communication strategy. Even though such terminology is com-
mon in business organizations, no one wants to be regarded as "nones-
sential.” However, few if any employees will enjoy working through the
holidays, even if it means two extra days off in December. See if you can
clarify the responsibilities needing coverage during the holidays and
write, in general, with a more sympathetic understanding of the (tempo-
rary) hardships to be endured by some colleagues.
APPLICATION 5-G
Revise a Poor Communication about Employee Parking
The background. All professional communications should embrace a
clear thought process, and this is especially important when a new strat-
egy or necessity is being announced. Effective leaders must always dem-
onstrate that they have thought carefully about the practical consequences
of revising policies and strategies.
In the following application, K. Smedley, an assistant director at Jack-
son Architectural, is trying to suggest alternatives to an overcrowded
company parking garage. However, Smedley has not thought through
the parking remedies carefully; moreover, she or he has written the
recommendations in a confusing manner. Help Smedley develop a more
sensible set of strategies, a clearer presentation of them, and a more
sympathetic tone.
Dear Colleagues:
All of us face frustrations over the poorly designed, limited parking facilities at Jackson
Architectural, Inc. The management has determined a new plan that will alleviate many
of these concerns. Every Monday, a day that generally brings fewer clients to our firm,
staff of Jackson Architectural may park in the spaces designated for "visitor parking"
when these spots are available. On Thursdays (and on other days, for that matter), we
encourage you to carpool, to ride the #12 bus to work, or to find parking on the main
street (but note the two-hour limit). On Tuesdays and Fridays, for a small fee, employees
may park in the furthest section of the lot owned by our neighbor Forthright Towing.
We are all in this together, and I regret the inconvenience.
K. Smedley
Assistant Director of Business Services
Purchase answer to see full
attachment