Too many phones, too little time (Guest Commentary)

Staff need HR’s help with communication technology

The evolution of communication technology has been so gradual that few enterprises have seen the need to address it formally. How many companies provide employees with as much information on communications as they might on health benefits or codes of conduct? Yet there are many decisions to make regarding the deployment and use of the multitude of devices available to workers.

From a financial perspective, employers must evaluate the overall benefits and costs of ownership associated with pagers, cell phones, personal digital assistants and other handheld devices. IT and divisional management must agree on which devices make the most sense for their organizations. And businesses unable to manage these new devices risk hindering efficient communication between customers and staff.

Employees use multiple modes to stay in touch. Many workers have three or four phone numbers and e-mail addresses which, ironically, can make it more difficult for customers and co-workers to know the best means to contact them. Without a way to control and direct the information flow, an inverse relationship occurs between the number of devices in use and the time it takes for a message to be returned.

Furthermore, many employees feel overwhelmed by the “always on” nature of today’s business. Since there are so many ways to connect with people today, some employees are beginning to feel that the communications methods used in business are intrusive.

Imagine this scenario: Tom is in the sales division for his company. His business card lists his office telephone extension, a cell phone number, an e-mail address and a fax number. Plus, he typically jots down his personal home phone number for VIP customers. But when a customer needs to get in touch with Tom, how many different numbers does she have to try, and where should she leave her messages? What is the chance that Tom will check the right message store and respond in time?

Managing the flow of business communication is fundamental. As converging technologies begin to make this a more streamlined exercise, there’s a need for synergy in how HR professionals, executives and IT staff ensure technology is structured to meet employee and business needs.

HR and IT departments, working with other business decision-makers, can help make sure new technologies are embraced by employees of all generations. This can be accomplished through training and highlighting the benefits of the new technologies. Management can also stress the importance of maintaining the balance between staying connected and being overworked.

A 20-year-old worker, just out of school, has been living with the Internet for more than half of her life. She has grown up with instant technology and will likely want to continue using it throughout her career. Younger workers may be more used to environments of continual disruption with messages coming from multiple media. However, older workers may find the “always on” multimedia work environment a less productive atmosphere.

HR managers play an important role in implementing technology to meet an organization’s communication needs while maintaining the needs of the individual employee. HR managers can help guide employees in managing communication overload and the company’s objectives. For the flexible workplace, HR can help remote workers make sure “work at home” doesn’t turn into “live at work.”

The increase in the availability and performance capability of communication technologies is enabling many organizations to redefine the workplace. Managers must decide which communication technologies are essential to their operations and which will improve the productivity of the workforce. The ability to balance the paradox between having an organization stay connected or be overworked is a key strategy for a company’s overall success. The decision to implement new technology must include both the HR and IT departments and consider varying attributes, preferences and competencies of multi-generational workforces.

Mario Belanger is president of the Canadian operations of Avaya, which provides communications networks and services internationally. Avaya’s headquarters are in Markham, Ont.

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