Is your HR information timely, accurate and understandable?

What should I expect from my Human Resource Communications Consultant? First, excellent writing and project management skills. Either internal or external, this person should display a record of accomplishment of interpersonal and project management competencies. They must be experienced in managing multiple assignments, with strong problem solving abilities. This “internal consultant” must have your confidence in an environment of highly confidential matters. Perhaps their past included responsibilities of corporate due diligence matters.

Have they work experience at highest levels of HR?

Do they have proven ability to motivate themselves and others to generate strong results? To round out your choice, have they led HR initiatives and cross-functional teams? Ad industry / communication industry exposure just could be icing on cake.

Formally by PowerPoint or informally by walking second and third shifts, we demonstrate HR Communications leadership as we amass information, process facts and disseminate intelligence at lightning speed. Our free flowing atmosphere of dialog and written messages translates values, traditions and habits into words and actions employees interpret

Operating as an internal consulting agency, or external resource, HR Communication Consultants work with employees and vendors on communication matters relating to highest work initiatives. By building and managing cohesive communication strategies and working closely with HR process owners, they oversee integration of both print and multimedia content and distribution. They may also create HR Communication metrics to measure results using employee communications to create a distinct competitive advantage.

One-page field memos and one hundred page policy manuals present a challenge for busy HR professionals. Your Human Resource Communications requires advanced knowledge and professionalism. Our HR role, singularly positioned at both start and end of communications continuum, offers an advantage to HR professionals who initiate and advance HR correspondence for field and headquarters functions.

--- Power Plays ---

Power comes from approach that your peer or superior will not provide a piece of information that is important to you or your job. In this way, it seems that they can use that lack of information to prod you into either looking for yourself or use it to maintain a submissive stance on your part such that "they have all answers." In this situation, acknowledge that your manager or peer does have all answers and allow them opportunity to "impart some of their knowledge" upon you. In this manner, they are able to exert their power while you are able to pick necessary information out of their ramblings.

Another reason for this approach is to create an imbalance to move a situation in a specified direction. By not providing a piece of information, manager is creating a vacuum that you must fill. You can accomplish this by examining missing information and defining or locating missing piece. Another term for this approach is "delegation."

Realize also that it is not manager's job to have all of answers. They are in their position to determine and direct. You are there to define and resolve to achieve necessary results. In most cases, whether you realize it or not, you are one with answers!

--- Peer Power ---

With regard to peers, an individual will sometimes provide disinformation, or lack of information, so that they can act on information, as opposed to telling others and end up losing their footing, or power, because someone else acted on information. In this case, you have two options. You can compliment them and allow them opportunity to exert their power as you extract information you need from their knowledge. Alternatively, you can find your own answers by searching for answer through research, gossip tree, or by asking other peers or your manager. In some cases, your manager will usually refer you back to one who won't talk since they have "all answers."

Don't get frustrated in this situation as your peers are working toward objectives just as you. Simply go back to that peer and confront them for information you need. However, verify information before you use it, as it could very well be misleading.

---What's next? ---

It is important to realize that, in most cases, reason for lack of communications is not a personal issue against you. It is a professional issue used to obtain and maintain power and control. If you can learn how to manage yourself and your work within confines of a given "information play," then you can conquer one of most confusing conundrums of corporate culture.

Lack of information doesn't necessarily mean "lack of information." It usually means something else. Perhaps someone is about to be fired, a change is in offing, an imbalance for forward motion is created, or perhaps there is a turf issue playing. Realize that if you feel that you have little information, look around and see what else is going on around you. You just may have more information available to you than you would want to know.

If you don't know big picture now, prove that you can first handle smaller pieces and then, as your prove your ability to handle responsibility, you will eventually be privy to a larger view. At that point, you will be one with "power of knowledge."