HRM 6451
Communication Plan Columbia
Southern University HRM 6451
SITUATION
ANALYSIS
Recent changes in upper management has shifted the company in a new direction.
Because of this shift our call center location is being relocated from the northeastern United
States to southern state. All employees affected by the move will be offered their current
position as well as a relocation package. If an employee chooses not to relocate they will be
given a severance package and access to outplacement services. Employees will have sixty days
from notification to relocation. The new president shares two message for the workforce, 1)
Although this news may be unsettling to many employees, business must be conducted in the
same professional manner as always, with the least amount of disruption; and (2) whether the
employees decide to relocate or not, while they are employed, they must maintain productivity
levels, and their metrics will be monitored as usual.
There are several concerns related to this news and how the workforce will react. The
first concern is that there will be an immediate moral problem that will effect customer service
and productivity. The second concern is that there will be a mass exodus before the 60 days is
up effecting the call center operations.
OBJECTIVE
S
In communicating this information to the workforce there are several objectives we are
trying to accomplish. The first objective is to maintain positive reinforcement both for the
initial communication but also though the 60 day period. According to Daniels (2014), “When
, you communicate a priority to your team, check later in the day to see how many have
taken action on it, as opposed to those who make excuses about not having time, etc. Make
sure that you positively reinforce the actors”. This will be accomplished through honesty and
good faith, having continuous dialog with employees ensuring they are doing ok and assisting
them in any way possible to ensure a smooth transition. The second objective is to maintain
employment level through the 60 day period. This will be accomplished through open
communication with employees. By keeping an open dialog and truly caring about their well-
being and long term success whether with the organization or not goes a long way in building
trust and maintaining loyalty. Though they may be upset with the company, through dialog and
positive reinforcement they may maintain loyalty to local management who are going through
the same struggles. The final objective is to maintain high levels of productivity and customer
service. This will take a transformational leadership approach, doing this will encourage
employees to verbalize feelings of respect, trust, and appreciation toward these leaders
potentially motivating them to provide extra effort (Webb, 2007). This will be accomplished in
the same manner as retention, maintaining the trust and the “we’re all in this together” attitude
will help. Again, the key to accomplishing all of these objectives is honesty and maintaining a
clear open dialog.
DELIVERY
PLAN
In order to properly deliver this information to the workforce this information must be
communicated in person with written communications as supporting documentation. The most
suitable method to communicate the information is to meetings by department through a single
day. By delivering the information this way the groups are small enough that the message can
be conveyed in a more personal manner and completing it all in one day will mitigate the panic
and misinformation that would otherwise occur for those who have not yet received the
Communication Plan Columbia
Southern University HRM 6451
SITUATION
ANALYSIS
Recent changes in upper management has shifted the company in a new direction.
Because of this shift our call center location is being relocated from the northeastern United
States to southern state. All employees affected by the move will be offered their current
position as well as a relocation package. If an employee chooses not to relocate they will be
given a severance package and access to outplacement services. Employees will have sixty days
from notification to relocation. The new president shares two message for the workforce, 1)
Although this news may be unsettling to many employees, business must be conducted in the
same professional manner as always, with the least amount of disruption; and (2) whether the
employees decide to relocate or not, while they are employed, they must maintain productivity
levels, and their metrics will be monitored as usual.
There are several concerns related to this news and how the workforce will react. The
first concern is that there will be an immediate moral problem that will effect customer service
and productivity. The second concern is that there will be a mass exodus before the 60 days is
up effecting the call center operations.
OBJECTIVE
S
In communicating this information to the workforce there are several objectives we are
trying to accomplish. The first objective is to maintain positive reinforcement both for the
initial communication but also though the 60 day period. According to Daniels (2014), “When
, you communicate a priority to your team, check later in the day to see how many have
taken action on it, as opposed to those who make excuses about not having time, etc. Make
sure that you positively reinforce the actors”. This will be accomplished through honesty and
good faith, having continuous dialog with employees ensuring they are doing ok and assisting
them in any way possible to ensure a smooth transition. The second objective is to maintain
employment level through the 60 day period. This will be accomplished through open
communication with employees. By keeping an open dialog and truly caring about their well-
being and long term success whether with the organization or not goes a long way in building
trust and maintaining loyalty. Though they may be upset with the company, through dialog and
positive reinforcement they may maintain loyalty to local management who are going through
the same struggles. The final objective is to maintain high levels of productivity and customer
service. This will take a transformational leadership approach, doing this will encourage
employees to verbalize feelings of respect, trust, and appreciation toward these leaders
potentially motivating them to provide extra effort (Webb, 2007). This will be accomplished in
the same manner as retention, maintaining the trust and the “we’re all in this together” attitude
will help. Again, the key to accomplishing all of these objectives is honesty and maintaining a
clear open dialog.
DELIVERY
PLAN
In order to properly deliver this information to the workforce this information must be
communicated in person with written communications as supporting documentation. The most
suitable method to communicate the information is to meetings by department through a single
day. By delivering the information this way the groups are small enough that the message can
be conveyed in a more personal manner and completing it all in one day will mitigate the panic
and misinformation that would otherwise occur for those who have not yet received the
