Arthur W. Page once stated, “Public relations is everybody’s job.” This statement could not ring more true than when employee stakeholders’ relationships with an organization are examined. “Employees are the most important customers an organization has and should be given at least the same attention as external publics.” (Carden, “Working with innovators and laggards,” 82) When employees are unhappy in their job situation or with their company, they will let just about everyone in their life know about it. I think this is a truth that just about anyone can relate to at some point in his or her career. This is why employee-organizational relationships are so important to the long-term success of a company. Satisfied employees means a positive reputation for the community and a key group of stakeholders that have the potential to become advocates for the organization they work for. This essentially highlights the reason why PR, in fact, is everyone’s job. “Employees should be thought of as an extension of the public relations department. Organizational knowledge not only makes them feel more a part of the organization, it also helps to maintain the organization’s reputation and to promote its products, programs and services to customers.” (Carden, “Working with innovators and laggards,” 83)
Caption: This company demonstrates its commitment to employees as stakeholders.
In Grunig’s work in forming the Excellence Theory, employee communication was explored with the use of “theories of organizational communication, sociology, and psychology…adding the concepts of organizational structure, culture, and systems of internal communication.” (Grunig, “Furnishing the Edifice,” 160) During this study, Grunig measured two types of employee satisfaction, including satisfaction with the job and satisfaction with the organization. (Grunig, “Furnishing the Edifice,” 160)
The concept of two-way symmetrical communication comes into play when an organization is communicating with one of its most important stakeholders – its employees. While Grunig studied the behavior of organizations, he found that they largely engaged in one-way communication, which typically “resulted in policies and programs of agencies” that did not work well for employees. In order to serve employees and ensure their satisfaction as members of an organization, an organization must first seek their opinions and discover their needs.
Clear communication efforts between an organization and its employees essentially translate into a reality where all employees, from top to bottom, are on the same page when it comes to a company’s values, reflecting the concept of symbolic interactionism. This can affect every aspect of a company’s existence. These values, which are strengthened through clear communication to these specific employee stakeholders, are then shared through action: making regularly ethical choices because of a shared interest in the company’s reputation and overall identity. This allows each individual employee to contribute directly to the company’s reputation and long-term success, as eventually they can become full-blown ambassadors of their own workplace. “To do this, a positive corporate identity is developed and projected through organizational behavior, symbols and communication, which in turn includes a favorable corporate image and reputation amongst stakeholders, including staff,” N. Leila Trapp states. (Trapp, “The persuasive strength of values,” 157)
Identifying as an employee of a company is one way a person creates their own reality. Symbolic interactionism “provides a worldview of a human being as an active individual,” defining oneself internally and through daily interactions in various aspects of society, Batchelor states in a lecture we referred to during this course. In this respect, a given company’s communications and interactions with an individual are essentially what will shape the way that employee views or values the company for which they work. An organization’s logo, brand image, internal communications and all interactions with upper level and peer staff are symbols and interactions that build the way employees define their employer within their own reality. These interactions also serve as persuasive tools that have the potential to convince employees to buy into an organization’s mission in a deeper, more committed way. These are the many reasons why employee satisfaction and organization-employee relationships are so critical to the ongoing success of a company. PR is everyone’s job.
An example of one tool organizations can use to ensure that employee needs are being met is through the use of surveys. In my own organization, surveys are conducted annually to gather opinions from employees about how they feel about their own job and position, and how they feel about the organization, which highlights the two main aspects that Grunig included while examining these relationships. This allows an organization to discover which areas of the operation need to improve and what top leaders can do better in their efforts to make sure that employees feel appreciated and their problems are solved to the greatest extent possible. Another tool that can be used to create symmetrical communication between the employee stakeholders and the CEO of a company are regularly scheduled brown bag lunch meetings in which managers and mid-level staff can have an open conversation about current issues affecting them within their specific work situations. This opens a dialogue or discourse that can help the company to grow, challenge itself, and perhaps create new policies. Company-wide town hall meetings also create a space for two-way symmetrical communication to flourish, and also highlights the importance of rhetoric. Through debate and discourse, organizations are more able to evolve because the top leaders are willing to listen to employees and meet their needs. In a more informal setting, company-wide picnics allow leaders to express their gratitude for their employees’ work, while at the same time, creating a culture in which unity is important and valued. It may seem like a mundane event, but when executed properly and well-attended, this event can play a role in the larger communications that take place between employee stakeholders and the organization.
Larger organizations with multiple divisions that are then split into multiple programs face significant challenges when it comes to employee communication and employee satisfaction. When hundreds of employees are spread across multiple locations, it is difficult to create a unified sense of oneness when it comes to the organizational identity. A tool that can aid in creating a more unified group of employees is an internal newsletter. While this communication could be seen as one-way communication, the way in which it is executed can actually involve the employees with the creation of an editorial committee. By involving employees in the planning process for the internal newsletter, a PR practitioner is fostering two-way communication with the employee stakeholder group. By creating an editorial committee, the employees have the chance to get involved in their organization in a deeper way by taking ownership of the internal newsletter. This type of communication is critical in larger organizations because it also aids in clearly communicating the values of the organization, while connecting separate and differing departments to the overarching mission of the collective company. Internal newsletters help PR practitioners to break down silos and walls created by department definitions and day-to-day work. While this typically one-way communication tool did not allow for feedback in the past, in the digital world, an internal newsletter can actually create a space where employees can reply and send suggestions, comments or questions to the PR practitioner as well. This strengthens the bond between the employee and the organization. In addition, the use of language and rhetoric allows the PR practitioner to create meaning in the life of an employee, as previously noted. Through creating different narratives about the company’s latest business and current events, and making sure the message is focused on the employees, communicators can create an emotional bond between the organization and the employee that lasts. Through the use of rhetoric and sociodrama in the form of an employee newsletter, we as communicators are working to motivate employees to continue to do their job at a high standard, or, we are reaching out to those employees who may not be completely satisfied in an effort to improve that relationship through two-way communication.
Company-wide social media profiles also serve as a tool for two-way communication to occur between its employee stakeholders and the organization as a whole. Through connecting on social media with the company they work for, employees are engaged and up to date with the work of various departments, and have the chance to respond to posts about issues directly related to their own work. An even better option in the social media world for two-way communication to occur would be within a closed Facebook group. This closed group could provide a safe space for employees to discuss current issues or challenges, and also could allow them to participate in an open forum by asking questions of the company leaders or PR practitioner.
One-on-one, personal communication between top-level executives and mid-level staff also is a critical key to the overall organization-employee relationships. Whether it’s a handshake in passing, or regular site visits, friendly, personable interactions between a CEO and its employees is a small action that can make a big difference when it comes to company morale. In one of my previous work situations, rumors of layoffs began to swirl after many company changes took place. I couldn’t shake the feeling that I would soon lose my job. A member of the dominant coalition of this company called me personally and asked me about my concerns. This person specifically asked me what I was worried about, and explained the current situation in a both honest and hopeful way. I was able to communicate my concerns directly to a top-level leader without hesitation, because that person reached out to me personally and asked me what my needs were as an employee. I was able to return to my daily tasks and know that my fears were addressed. It was both comforting and reassuring, and made me have more faith in the company that I worked for. Another example of a company truly valuing the employee stakeholders is the way in which leaders show that they care about an employee’s life experiences. Recently, I lost my grandfather who was suddenly diagnosed with cancer and died six weeks later. I not only received a card from my boss and immediate colleagues, but also received a card from the overall agency expressing their sympathy. These small gestures add up to an employee feeling valued not just as a worker, but also as a human being.
As communicators and PR practitioners, it is up to us to cultivate a work environment where employees feel comfortable enough to express their needs. It is also up to the PR practitioner to create the platforms and forums in which employees are able to do so in a comfortable way. Two-way symmetrical communication between an organization and its employees is the key to future success and employee retainment. If we are able to emotionally connect employees to the greater, overall mission of our organizations, we can create a stronger company that not only has employees, but also has a group of stakeholders that are willing to advocate for the company during off-hours.
James Grunig: Excellence Theory 