1) Understand how to communicate in the workplace
1.1 Describe several communication techniques and explain their appropriate application
NON-VERBAL - Process of conveying meaning in the form of non-word messages (Body language, chronemics, haptics, gesture, posture, facial expression, eye contact, object communication [clothing, hairstyles, architecture], symbols, infographics, tone of voice).
ORAL - spoken verbal communication. Can also employ visual aids and non-verbal elements to support conveyance of meaning. Oral communication includes: speeches, presentations, discussions and aspects of interpersonal communication.
WRITTEN - information conveyed in writing, either on paper as a hard physical copy (either printed from a computer or written by hand), or displayed on a screen via projection of a digital image.
1.3 Describe how to give and receive constructive feedback
Information-specific, issue-focussed, based on observations. constructive feedback comes in two varieties:
> POSITIVE FEEDBACK - news or input to an employee about an effort well done
> NEGATIVE FEEDBACK - news to employee about effort that needs improvement. Negative feedback doesn't mean a terrible performance, but rather a performance in which the outcomes could be better.
> In the first sentence, constructive feedback, identify the topic or issue the feedback will be about, then provide specific details of what occurred.
> Without specific details, you only have praise and criticism.
> Start each key point with an "I" message, such as "I have noticed," "I have observed," "I have seen," or when the need exists to pass on feedback from others, "I have had reported to me,". "I" messages help you be more issue-focussed and get into the specifics.
> Be direct when delivering your point. Don't beat around the bush. Both positive and negative feedback should be given in a straightforward manner.
> Avoid "need to" phrases, which send implied messages that something didn't go well (e.g. "Jane, you need to get your reports turned in on time, and you need to spell check them," This is not performance feedback. It implies Jane did not do something well in her reports, but doesn't report exactly what happened)
> Be sincere and avoid giving mixed messages. sincerity says that you mean what you say with care and respect. Mixed messages are referred to as "Yes, but..." messages (e.g. "John, you have worked hard on this project, but..." What follows is something John did not do well, and is the main point of the message). The word "but" alonger its cousins "however" and "although", when said in the middle of a thought, create contradictions or mixed messages. In essence, putting "but" in the middle of a sentence tells the other person "don't believe a thing I just said,"
> In positive feedback situations, express appreciation. Appreciation alone is praise; yet when added to specifics of constructive feedback, the message carries an extra "oomph" of sincerity.
> In negative feedback situations, express concern. Concern communicates a sense of importance and care and provides the appropriate level of sincerity to the message. Tones such as anger, frustration, disappointment and sarcasm tend to colour the language of the message and turn attempts of negative feedback into criticism.
> Give feedback person-to-person, not messengers of technology. constructive feedback is verbal and informal. That can only be done by talking live to the employee, face-to-face, or by phone when you cannot physically meet.
> State observations, not interpretations. Observations are what you see occur; interpretations are your analysis or opinion of what you see occur. Tell them what you've noticed, not what you think of it, and report it at a concrete level, rather than characterisation of the behaviour.
1.4 Describe methods used to communicate technical and specialist issues within and across teams
> WRITTEN COMMUNICATIONS - Dispatched by mail (e.g. statements detailing tax liabilities and payment schedules). Paper-based items sent by mail have the advantages of providing a clear, fileable statement that is likely to reach its intended recipient.
> ORAL COMMUNICATIONS - customers can "phone in" with their queries. They can also speak directly to the employee managing their account or concern. Oral communications allow issues to be resolved immediately.
> FACE-TO-FACE COMMUNICATIONS - e.g. a visit to the local office by arrangement. This can save time and subsequent communications.
> ONLINE COMMUNICATIONS - today consumers can complete their tax return, claim tax credits and do a variety of other business with the Inland Revenue directly online, thereby saving a great deal of time. An important advantage of this method is that ongiong "help" is provided by pop-up help facilities. This is a cheap, quick and efficient means of communication.
Face-to-face communications make possible more detailed discussions to clarify issues.
Written communications provide clear statements of discussions and their outcome can be recorded and files (such as the minutes of a meeting, or a receipt for a transaction).
Online communications have revolutionised ways of working by providing fast, cheap and efficient ways of interacting that can be easily stored within files. It can also be easily edited if a mistake is made, or the details of an employee or client is changed, and can be quickly shared between teams of employees working together to complete a task or project. For example, a customer's account details can be accessed both in a local office in Scone, as well as in the central tax-paying department in Glasgow, simultaneously, as well as each being able to send and receive information at request within minutes in full.
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