Communicate in the Workplace PDF

Learner guide u tit ns Communicate in the workplace lI na BSBCMM201 t io nar...

Learner guide u tit ns Communicate in the workplace lI na BSBCMM201 t io nar te In in ph us A Disclaimer u While every effort has been made to ensure that the information contained in this product is free tit from errors and omissions and is not misleading in any way, Didasko Digital makes no representations or warranties and is not liable for any loss or damage or injury of any kind ns (however caused) under any theory of law including negligence resulting from or in any way connected with the use of its products. lI V e rsion num be r 2.0 na t io r na te In in ph us A Copyright 2 0 1 6 © This product and the concepts, information and material contained in it are the copyright of Didasko Digital ACN 167 648 062 and may not be used or reproduced in whole or in part without the prior written consent of Didasko. All rights reserved. Contents u tit ns lI Overview........................................................................................................ 3 na Section 1: Gather, convey and receive information and ideas....................... 3 Section 2: Complete workplace documentation and correspondence.......... 17 io Section 3: Communicate in a way that responds positively to individual differences................................................................................................... 29 t na Glossary....................................................................................................... 45 r te In in ph us Ple a se not e t he follow ing c ondit ion This Didasko learning resource should be used as a training tool for students and A trainers. While the information contained within addresses the elements and performance criteria, and the knowledge and performance evidence of individual competencies it remains the responsibility of the training organisation to ensure it meets training framework requirements and to provide additional documentation where necessary. © 2016 Didasko Digital. All Rights Reserved.  u tit ns lI na t io r na te This page has been intentionally left blank. In in ph us A  BSBCMM201 Communicate in the workplace Overview u tit We communicate every day. If we’ve all had years of practice, you’d think we’d be experts at it, right? Not so. Communication is so complex that literally thousands of books, ns seminars and coaching sessions have been written to address the topic and help us become master communicators. lI When communication goes wrong, it can cause all sorts of problems – at home, in relationships and in the workplace. ‘That’s not what I meant.’ ‘You’re taking it the wrong way.’ ‘You didn’t read it properly.’ ‘You’re reading too much into it.’ Any of these situations na sound familiar? In this unit, you’ll learn the secrets to communicating effectively. By following some simple io guidelines, you can ensure that everyone interprets and understands your messages correctly. t na Let’s look at what you will learn on completion of this unit. Section 1: Gather, convey and receive information and ideas r Section 2: Complete workplace documentation and correspondence te Section 3: Communicate in a way that responds positively to individual differences In Section 1: 1 in Gather, convey and receive ph information and ideas us Let’s look at what you will learn on completion of this section. A Use methods and/or equipment to communicate appropriate ideas and information to the audience. Use effective listening and speaking skills in verbal communication. Seek input from internal and external sources to develop and refine new ideas and approaches. Respond to instructions or enquiries promptly and in accordance with organisational requirements. Collect information to achieve work responsibilities, from appropriate sources. Communication – What’s all the fuss about? Click on the icon to find out the answer. Communication occurs in everything you do – talking to a customer, listening to an instruction, writing a telephone message, emailing a request, answering a telephone call, or showing a customer how to do something. 2016 Edition 3  BSBCMM201 Communicate in the workplace Even if you stand in a corner and do nothing, you’re still communicating a message to others through your body language and facial expression. u This can have a huge impact on the people around you – particularly those in your tit immediate work team. You must learn how to communicate effectively. ns Click on the icon to learn more about being an effective communicator. What is effective communication? lI Having effective communication skills means you can send and receive messages in different ways and interpret messages correctly. It means you use appropriate verbal, na written and body language, apply effective questioning skills, and are a good listener. Your listening and questioning skills are essential; they relate to almost everything you do. io You need to know how to ask the right questions to clarify information, seek feedback about your ideas, obtain facts or brainstorm ideas. You need listening skills to understand customer requests, recognise opportunities, understand instructions and show respect for t na your customers and colleagues. What communication style are you? r te There are four main styles of communication. They include assertive, passive, aggressive, and passive-aggressive. In Click on the people to learn more about each style. Assertive Passive Aggressive Passive- in aggressive Overall Your actions and You are You are sarcastic, You get angry expressions match generally harsh, always with others but do ph with the words you compliant, right, superior, not or cannot tell speak. You are firm submissive, talk know it all. You them. Instead of but polite with clear little and, interrupt, talk over communicating us messages and are somewhat others, are critical honestly when respectful of self vague with non- and put down you feel upset, and others. committal others. You can annoyed, irritated A communication. be patronising or disappointed You can put and disrespectful you bottle up yourself down of others. feelings, can be and will praise obstructive and others. sulk. Believe I’m OK, you’re You’re OK, I’m I’m OK, you’re I’m not OK and OK. not. not. you’re not OK. You believe or act You often have You believe you You believe that as if all individuals no opinion other are entitled to everyone sees involved are equal, than that the have things done you as polite, each deserving of others are your way, friendly and kind respect. No one always more because you are but you will person is more important. It right, and others always believe entitled than the won’t matter (and their needs) you can other to have what they think are less manipulate the things done their anyway. important. situation to suit way. your needs. 2016 Edition 4  BSBCMM201 Communicate in the workplace Say ‘That’s a good ‘I don’t mind … ‘This is what ‘That sound like a idea, but how that’s OK …. we’re doing, if good idea … but I u about if we did this Sure, alright.’ you don’t like it, know it won’t too …’ or ‘I can see bad luck.’ work.’ tit that, but I’d really like...’ ns Result You have good You give in to You make You appear to relationships with others, don’t get enemies, upset have good others. Happy with what you want others and relationships with lI the outcome and or need and you yourself. You others however, willing to have self-critical often feel angry you are often compromise. thoughts. and resentful. angry, resentful na and feel powerless. You don’t give io yourself or others an opportunity to listen to what you t na think or feel. What are the different methods of communication? r te There’s more than one way to communicate. In In the next 30 seconds list the different ways you communicate. Click start to begin. in T ype t he c om m unica t ion m e t hods you use in t he spa c e below ph How many methods of communication did you think of? Compare your list to ours and consider which ones you do or don’t do as part of your job role. us Verbal Body language Written A Telephone Facsimile Email With varying customer types and methods of communication, you can see why communication is such a complex topic to learn. When to use which method and how to apply it with different customer types are skills that develop with time and practice. You’ll learn more about each method throughout the remainder of this unit. What equipment do you use to communicate information? Click on the checkboxes to see the different ways to send and receive information.  Telephone  Facsimile machine  Information technology components – hardware, software, communication packages  Keyboard equipment – mouse, touchpad, keyboard 2016 Edition 5  BSBCMM201 Communicate in the workplace  Network systems  Pens, pencils u  Internet tit  Email  Mobile phone and voicemail ns You’ll learn how to use this equipment to communicate ideas and information on the next screens. lI Communication technology and equipment na There are many methods used to communicate ideas and information. The equipment you need varies depending on your chosen communication method. io Click on the pictures to learn more. t na T e le phone Everyone knows how to use a telephone. However, some workplace telephone systems are a lot more complicated than the average home phone. You may need to know how to r use a variety of function keys – hold, answer, transfer, conference, speaker. You may also te need to know how to set up a conference call, program numbers, answer multiple incoming calls, record voicemail greetings, and retrieve messages. In Fa c sim ile m a c hine While some businesses prefer to scan information and transmit it via email, there are still in many that prefer to communicate via facsimile (fax). Connect the fax machine to a normal phone line. You can then transmit copies of paper ph documents to someone in a different location – instantly! Although they’re convenient, there are many disadvantages compared to the use of email. us Anyone at the recipient’s location can receive and read your document. Effective transmission requires the recipient to have paper, toner and an open phone A line ready to go at all times. Your paper document can jam or feed through the fax incorrectly causing miscommunication. The required use of paper and toner means they’re less environmentally friendly compared to the paperless option of email. The organisation you work for is charged for all call costs for fax transactions – email is free. They need to be serviced and replaced, which is an added cost. I nform a t ion t e c hnology c om pone nt s – ha rdw a re , soft w are , c om m unic a t ion pa ck a ge s It goes without saying – if you use information technology, you need information technology equipment. This includes computer hardware (glossary) (monitor, system unit, speakers, mouse, keyboard, touchpad), software (glossary) and communication packages. 2016 Edition 6  BSBCMM201 Communicate in the workplace What you need varies depending on where you work and the preferred method of communication. There are many different software and communication packages u available. You can choose software off the shelf or customise programs to suit the nature of your operations. tit N e t w ork syst e m s ns A network operating system (NOS) is the server software that allows you to connect computers and devices, as well as manage and share files, printer access, data, and also access security and user groups. lI You can use networks in any home or workplace and from multiple locations. You don’t na have to be in the workplace to access files from the workplace server – a great convenience if you travel for work, need access to files for off-site meetings or work from home! io Pe ns, pe nc ils t You need pens, pencils and general stationery items to write notes, and messages, na complete forms and sign letters or other documents. No business should be without this basic communication equipment! I nt e rne t r te Who doesn’t operate online these days? More and more customers are browsing the Internet to obtain information, order goods and services. You can buy anything online – groceries, books, clothes, gifts, furniture, hardware and more! In Businesses use websites as online shop fronts where they communicate products and services on offer, upcoming events, prices, competitions, testimonials, troubleshooting, in delivery information, policies, contact information, location, etc. ph Your website’s visual presentation communicates a message just like a shop front does. Consumers quickly decide whether to keep browsing or click out of your site based on the look (branding) and ease of navigation. us Em a il Email saves you a lot of time and money! You can send messages, files, web links and A videos instantly at the press of a button. You can also set reminders, meeting invitations and more! The greatest advantage is that you can send the same message or file to multiple contacts around the world, at the same time – for free! M obile phone , voic em a il a nd t e x t Almost everyone in business has a mobile phone. Gone are the days when you had to be seated at your desk to receive a phone call. You are contactable wherever you go – at the neighbouring office, at a client’s site or even on your lunch break! With most phones having access to the Internet, you can now do business from your mobile 24/7 – anywhere in the world where there’s a network connection. If you’re not available to take a call, voicemail can record your messages and save the customer the inconvenience of having to call you back. You can also use voicemail to communicate valuable information to your customers – an alternative contact number, opening hours, the information you need to reply to their message. 2016 Edition 7  BSBCMM201 Communicate in the workplace Text messaging is another method of communicating information. Use it to send simple work-related messages to colleagues and for sending invitations, confirmations, special u offers or reminders to customers. tit ns When do you use verbal communication? Some people avoid verbal communication and rely heavily on electronic communication lI such as email, instant messaging and text messaging. Although these methods of communication have an important role, you cannot avoid verbal communication altogether. In fact, there are many times when verbal communication is the preferred na method to use. Click on the icon to see examples of when to use verbal communication. io When answering enquiries t When answering and making telephone calls na When leaving voice mail messages When participating in informal team discussions When making and receiving requests from colleagues When requesting advice r te You need effective listening and speaking skills to communicate verbally. Let’s look at what this means on the next few screens. In in The importance of effective listening skills ph When it comes to communicating, listening is just as important, if not more important, than talking! It’s difficult to satisfy customers if you don’t listen effectively. us Listening shows the other person you care about what they have to say. It also helps you gather useful information to determine their needs and meet their requirements. A To provide high quality customer service, you need to know how to ask the right questions and listen actively to the answers! Click to the next screen to find out how. Note... Remember, customers can be external or internal – colleagues, supervisors, team leaders, suppliers. 2016 Edition 8  BSBCMM201 Communicate in the workplace Ask the right questions u There are three types of questions you can use. Each type has its advantages when used tit in the right way and at the right time. Click on the question marks to find out what they’re called. ns ? Open questions ? lI Closed questions ? Reflective questions na Let’s look in more detail at each type of question over the coming screens. io Ope n que st ions Open questions ask the customer to provide you with information. Use them in the early t stages of your conversation. They encourage the customer to be open with you about na their needs, thoughts and feelings. Click on the dot points to see some examples of open questions.  What function menu have you decided on? r te  When would you like to pick up your lay-by? In  Why do you think the product is inefficient?  Where would you like the goods delivered to?  Which software is the most compatible? in  Who is responsible for taking out the rubbish? ph  How many portions do you want me to make? Close d que st ions us Closed questions ask the customer to provide you with a ‘yes’ or ‘no’ answer or very specific details. They aren’t helpful in promoting conversation and can make the customer feel as if they’re being interrogated – use them sparingly. A Click on the icon for some examples of closed questions.  Did you book a table?  Have you updated your password?  What time does your shift start?  What’s the name of your travel agent?  Do you have proof of identification?  What’s your email address? Re fle c t ive que st ions Reflective questions usually follow open questions and show the customer that you’ve been listening carefully. They usually involve two steps – paraphrasing what the customer said and asking another question to clarify something. 2016 Edition 9  BSBCMM201 Communicate in the workplace Click on the icon for some examples. u Paraphrase what the customer said Ask another question You said the system crashed. What were you working on at the time? Did tit any error messages appear prior to crashing? ns I heard you say that you want me to clean Do you want me to prioritise this task? the bench tops. You mentioned you’re unhappy with the What is it exactly that you’re unhappy alternations to your garment. about? Is there a problem with the quality of lI the alterations? na Effective speaking skills io Click on the controls to set up the effective speaking panel. t Avoid ja rgon na Avoid technical jargon and acronyms when speaking to customer who do not work in your industry. Here are some examples you may be familiar with depending on what industry you work in. r te IT – avatar, boot up, browser, bug, directory, server, flash, hub, icon, java, wizard, motherboard, , UI (user interface), CPU (central processing unit) In Retail – EFTPOS (electonic funds transfer at point of sale), POS (point of sale), drop shipping, shrinkage, SKU, raincheck, mark-up in Hospitality – ADR (average daily rate), BAR (best available rate), NS (no show), RO (room only), OCC (occupancy), early bird, comp (complimentary), cover, walk-in ph Business – SWOT (strengths, weaknesses, opportunities, threats), QA (quality assurance), USP (unique selling position) us If your customer or colleague is staring blankly at you, you can be assured you’ve said something they don’t understand. Go back and explain. A T he right t one The importance of the right tone can be seen when using written communication such as email. How many times have you quickly typed a message, sent it and then thought: ‘I wonder if they took that the right way?’ ‘I hope they are not offended or upset.’ ‘I wonder if I should ring them and explain.’ When communicating verbally, you can clarify it immediately if there is any doubt as to meaning or intent. You can also use non-verbal signals to communicate the message. T he right volum e Projection refers to how loud you speak. Project your voice so you can be heard clearly (but don’t yell!). 2016 Edition 10  BSBCMM201 Communicate in the workplace T he right spe e d u Speed refers to how fast you speak. Sometimes, if we are nervous, we speak very quickly. At other times, we speak too slowly. tit It’s important to speak at a consistent speed (not too fast and not too slow) to aid understanding. If you speak too fast, someone may be too embarrassed to ask you again ns if they don’t understand. If you speak too slowly, someone may think you are making fun of them. lI na Hot tips Click on the dot points for some tips to follow when communicating verbally with io colleagues and customers.  Remember that your non-verbal communication plays an important role. t  Speak clearly and concisely – don’t mumble or ramble. na  Use appropriate language – avoid industry jargon.  Use open and inclusive language – don’t discriminate. r  Never use slang or sarcasm demeaning a person’s age or ability. te  Don’t make assumptions about a person’s interests or prior knowledge based on In their age, gender or race. in Listen actively ph Now that you know how to ask questions, the next step is to actively listen to the answers – and demonstrate the caring attitude your organisation expects of you. Click on the tabs to learn some active listening skills. us Be a t t e nt ive Give the other person your full attention. A Show sincere interest in what they have to say. Listen to their tone of voice. This gives you clues about their priorities and uncertainties. Look at their body language to understand what they’re thinking and feeling. Remember to maintain eye contact and connection with them as they speak, and focus on their main points. 2016 Edition 11  BSBCMM201 Communicate in the workplace Be a m irror u Create rapport by repeating or ‘mirroring’ back the customer’s needs, main points, priorities, thoughts, feelings, problems or questions. If you paraphrase skilfully, your tit customer won’t even notice you’re doing it. There are many ways to do this. Here are a couple of examples. ns So if I understand you right, you’d like me to… Is that right? lI From what you’re saying, I could help you by… na Shall I go ahead? Just to make sure I understand, you want me to… io OK? So let me just clarify exactly what you want. I should… t Shall I get started? na This shows you’ve been paying attention and have understood. It also provides an opportunity for the customer to clarify anything you’ve misunderstood. r te Be re spe c t ful Customers may have unusual requests or ask questions that have seemingly obvious In answers. Always treat people with respect. Never judge a person for what they do or don’t understand. in Answer queries with a friendly and helpful attitude. If a customer asks you for assistance, respond so they know you’re happy to help them with even the smallest request. This may mean doing something that is not part of your usual job. ph Be proa c t ive us Actions speak louder than words. Once you’ve heard your customer out, take immediate action to assist them, and get feedback on how they feel about the results. A Communicating on the telephone When people communicate face-to-face, they convey 70% of their message through body language. When communicating over the telephone, you obviously can’t see the person you’re communicating with, so there’s potential for misunderstanding. Click on the dot points for some tips on how to communicate on the telephone.  Hold the mouthpiece directly in front of your mouth – not under your chin – and avoid covering it with your fingers.  Be careful with your choice of words and tone of voice.  Speak clearly.  Listen actively and give feedback during the conversation.  Respect the caller’s time and keep them informed of your actions.  Pass on messages and complete tasks which arise as a result of phone calls. 2016 Edition 12  BSBCMM201 Communicate in the workplace How do you leave a message? u Click on the icon to retrieve your voicemail. tit ‘Hi. Just wondering if you can set up the server access and an email address for Kaitlin before she arrives today. I’m not available this morning, but you can reach me later this ns afternoon on 6986 4391. Thanks.’ Did you catch the number? Chances are you’ll have to listen to this message a few times before you have it written down correctly. What about the email address? Who is Kaitlin? lI What’s her surname and what exactly does she need access to? Is it restricted? na More importantly, who’s the message from and who’s authorising the request? io Voicemail tips t na Click on the checkboxes for some simple voicemail tips.  Leave clear, simple messages – state who’s calling, why and what you want (a return phone call, email, more information, etc.) r  Don’t waffle – wait for a return call before discussing too much detail. te  Leave important contact details – a return phone number, email address, your name, postal address. In  Spell contact names or addresses where it’s important to the communication – you want something mailed to you, want someone to check a payment. in  Repeat phone numbers. ph How do you participate in informal discussions? us As a member of a team, it’s expected that you participate in informal discussions with your colleagues – to build relationships, give and receive feedback and resolve workplace problems. A Click on the icon for some more tips on participating in informal discussions. As well as applying your effective listening and speaking skills in informal discussions, there are a number of additional things to keep in mind. Be open to the ideas and opinions of others. Be friendly. Don’t be judgemental. Contribute actively to conversations. Offer valuable opinions and constructive advice. Act upon the feedback you receive from others. Put comments and feedback into proper context. Make suggestions for improvements. Be innovative. Let’s look at this last point in more detail on the next screen. 2016 Edition 13  BSBCMM201 Communicate in the workplace What is innovation? u Innovation is about identifying new and better ways of doing things. It’s more than just tit responding to problems; it’s generating ideas to improve current processes. It’s developing new uses for old ideas and making them useful or more practical. ns In the workplace, innovation refers to the ideas you generate to improve current work practices, systems and procedures. It’s your ability to notice when something doesn’t work well and to think about how it could be changed to work better. lI na How do you identify opportunities for innovation? Be proactive in your thinking. Rather than complaining about mundane, inefficient or io ineffective tasks, consider what improvements could be made. Challenge yourself to explore new ideas and approaches. Don’t rely on others to make your job easier, instead t seek input to help you develop and refine your ideas. na Click on the tabs to find out where you can get input. I nt e rna l sourc e s r te Colleagues – for feedback about your new idea or approach. In Manager, supervisor or team leader – for information about the availability of time, resources, equipment, as well as the potential impact and practicality of your new idea or approach. in Human resources – for information and assistance with administration, training and legal requirements. ph Finance department – for information about budget constraints, payments, preferred contractors, etc. us Policies and procedures manual – for information about the organisation’s mission, core values and minimum standards. A Ex t e rna l sourc e s Customers – interview or survey customers about their needs and satisfaction with the services you provide. Find out what they like or dislike and the improvements they recommend. Suppliers – for specialist information about upcoming trends, availability of products and services, prices and suitability of your new ideas or approaches. Internet – for information about what’s available in the industry, what your competitors are doing, prices and names of suppliers to help implement your new idea. 2016 Edition 14  BSBCMM201 Communicate in the workplace What questions should I ask internal and external sources? u So that the input you receive from internal and external sources is useful, ensure you ask tit targeted questions. Seek to identify information that will help you progress your idea. What do others think about your idea? Do they like it? Do they see how it will benefit ns them? Do they think it will work? What opportunities exist to improve your idea? What alternatives exist? lI What constraints may impact on the success or implementation of your idea? Does your idea suit the culture and expectations of the organisation? na Do others support your idea? io How should you respond to instructions or enquiries? t na Click on the icon to find out the answer. No one likes to be left hanging. If you receive a request, respond by telling the person what action you’ll take and when you’ll do it. r te Follow through by taking prompt action. Your delay may impact on others meeting deadlines or completing important work tasks. In Keep the person updated with your progress and inform them of any delays or other priorities that might impact on your ability to respond to their request. in Finally, if you say you’re going to do something – do it! Don’t make promises you can’t keep. ph Ac t ing w it hin orga nisa t iona l re quire m e nt s There are situations when it’s not appropriate to take action because the request or us instructions fail to comply with organisational requirements. In such cases, refer to your manager or supervisor for advice. Never do something that is illegal or outside your level of authority. A Click on the icon to find out when you should seek advice. Ask the following questions before taking action. Seek further advice if you answer ‘no’ to any of them. Does the instruction/enquiry comply with access and equity principles and practice? Does the instruction/enquiry fit in with business and performance plans? Are there sufficient resources? Does the instruction/enquiry fit within defined resource parameters? Does the instruction/enquiry comply with ethical standards? Does it suit the organisation and team’s goals, objectives, plans, systems and processes? Does the instruction/enquiry require you to breach any legal or organisational policies, procedures, guidelines or requirements? Is it safe? Does it comply with WHS (Workplace Health and Safety) policies, procedures and programs? 2016 Edition 15  BSBCMM201 Communicate in the workplace Does the instruction/enquiry comply with quality assurance and continuous improvement systems, processes and standards? u Am I authorised and suitably trained to follow through with the action required? Am I tit responsible for taking action? Knowing your responsibilities is important. Let’s examine this last point on the next ns screen. lI What are your responsibilities? na You need to collect information about your work responsibilities to perform your job to the required standard. io Click on the icons to see where you can source this information. t Rost e rs na Your roster tells you what time to turn up for work, what days you’re required to work, who you’re working with, etc. J ob de sc ript ion r te Your job description is where you find information about your specific role and responsibilities. In Supe rvisor/m a na ge r in Your supervisor or manager informs you of specific tasks you need to perform, improvements you need to make and the standard expected of you. ph Work pla c e m a nua ls You’ll find detailed information about your workplace’s standards, policies and procedures in various workplace manuals. These specify what you must do in different situations, us outline who to report to, the forms you need to complete, where to find them, etc. Orga nisa t iona l c ha rt A Your organisational chart shows you where you fit in the bigger picture – who reports to who, position titles and department names. Note... It’s your responsibility to access and accurately interpret these sources of information and apply the information communicated to you. End of section You have reached the end of section 1. Click to the next section to continue. 2016 Edition 16  BSBCMM201 Communicate in the workplace Section 2: 2 u Complete workplace tit documentation and ns correspondence lI Let’s look at what you will learn on completion of this section. na Present written information and ideas in clear and concise language to ensure the intended meaning of correspondence is understood by the recipient. io Draft and present correspondence within designated time lines. Ensure presentation of written information meets organisational standards of style, t format and accuracy. na Complete workplace forms and documentation in a clear, concise and easy-to-read format. r te Do I really need to learn about paperwork? In If you thought you could avoid paperwork, think again! Paperwork is an important part of every industry. in Click on the dot points to learn why paperwork is necessary.  They are needed for legal reasons – taxation purposes, Work, Health and Safety ph reporting requirements.  They concern financial transactions – accounting records, customer and supplier us accounts.  They provide the business with important information about customers – names, addresses, customer accounts, special orders. A  They relate to internal communication – rosters, staff records, checklists and communication between staff or departments.  They document policies and procedures and act as a reference point for all employees. What documents do you need to complete? There’s certain documentation that is common to all businesses. Click on the icon to see what they are.  Telephone message  Facsimile (fax)  Standard letters didasko.com 2016 Edition 17  BSBCMM201 Communicate in the workplace  Electronic mail (email)  Memorandum (memo) u  Briefing note (glossary) tit  Forms and proformas  General correspondence – handwritten and printed materials ns You’ll learn tips on how to complete these documents throughout the remainder of this section. lI na The importance of being clear io Present written information in clear and concise language to ensure that the intended meaning of your correspondence is understood by the recipient. t Click on the pictures to see the consequences of unclear messages. na ‘I tried calling back the customer but the number is incorrect. Is that a 7 and a 1? Maybe it’s double 1. I can’t tell.’ r te ‘This email is asking if I’m available to attend a meeting on Thursday, but it doesn’t tell me if it’s this Thursday or next Thursday. The message is unclear.’ In ‘This letter from the help desk says I need to check if I have a 32 or 64 bit processor. There’s no further instruction. What’s a bit processor anyway?’ in ‘The memo says I need to ‘circle back’ to Adam with my recommendation. Does that mean I just have to give Adam a copy of my report? Or is Adam approving the report? Maybe I just need to give him a chance for further input. It’s not very clear.’ ph us Send the right message It’s easy for written messages to be misinterpreted if your writing is sloppy and language A ambiguous. Follow these tips to ensure the meaning of your messages is interpreted correctly. Click on the tabs. Avoid indust ry ja rgon Every industry has its own jargon – language, terms, acronyms and abbreviations that are understood by others working in the same industry. It’s acceptable practice to use industry jargon with your colleagues. However, you should avoid it when communicating with customers. This includes internal customers who work in a different section or department and may be unfamiliar with the jargon used in your team. Overuse of industry jargon will confuse and alienate your customers. 2016 Edition 18  BSBCMM201 Communicate in the workplace Be c onc ise u Say what you want to say in the least number of words. Get rid of fillers – unnecessary words or phrases that mean nothing. ‘By the way...’, ‘In order to...’, and ‘To tell you the tit truth’ are all examples of fillers to be avoided. Be c le a r ns Avoid confusing or vague language. Provide the recipient with all the details they need to accurately interpret the message. lI Ambiguous messages can lead to misunderstandings, poor customer satisfaction and often failed commitments. na Examples io ‘Can you attend Thursday’s meeting?’ – Which meeting, which Thursday and where? ‘I will pick you up and leave at 8am.’ – Will the person leave at 8am and then pick you up, t or will they collect you at 8am? na ‘Please install the new system by this Friday.’ – Which system, on which computers, and by start or close of business on Friday? r te Be a c c ura t e If your workplace uses manual proformas and forms, you’d better work on your In handwriting! One poorly written number on a telephone message might mean your customer never receives the return phone call you promised. Similarly, incomplete details can result in other confusions – deliveries sent to the wrong address, incorrect quantities in ordered, messages misunderstood, etc. Check all particulars when completing forms and always confirm the spelling of customer ph and street names. Your colleagues may depend on the information you’ve recorded to complete their work tasks. us Incorrect details, spelling mistakes and poor grammar are unprofessional. Proof read documents prior to submitting, and use a dictionary to avoid mistakes. Don’t rely on the spell-check function. Although it’s helpful, it won’t pick up every mistake you make. A Choose the right format The format of your written correspondence is just as important as the words you use. Click on the pictures and learn how to choose the right format for your audience. Cle a r a nd c onc ise Previously, you learned the importance of using clear and concise language. The same principles apply to the format of your written correspondence. No one likes to read through pages and pages of unnecessary text. Use dot points and subheadings to break up large chunks of text. Create simple templates and proformas and allow enough space for recipients to complete the required fields. didasko.com 2016 Edition 19  BSBCMM201 Communicate in the workplace Ea sy t o re a d u Consider these questions when choosing the layout for your correspondence. tit Is the layout easy to read and understand? Are sections on forms clearly numbered or identified? ns Have headings been used appropriately? Is the font size appropriate, for example, easy to read on screen, in paper format or for faxing? Is it easy to read who the written document is for – letter, fax, email? lI Is the information contained in the document more suited to a table or graph format? Is there too much information for the chosen format? A lengthy email, for example, is na more suitable as an attached file. A brief letter may be more suitable as an email. St a nda rds of st yle and form a t io There’s an expected standard and style that applies to the completion of many business t documents. It’s standard practice, for example, to begin a letter with the recipient’s name, na address and the date. WHS (Workplace Health and Safety) accidents are reported in writing, using standard proformas, and all facsimile transmissions include a cover page. Standards exist to ensure that the presentation and completion of documents is consistent r throughout the organisation. They also ensure that you don’t leave out vital information te and that you understand and comply with legislation, organisational requirements, contractual agreements and codes of practice. In The organisational standards that determine your choice of style and format can relate to any of the following. in Australian Standards Legislation ph Organisational policies and procedures Specific work standards Standards set by your workgroup us Style guide (glossary)– organisational or industry preferred style A Is the format the same in all workplaces? Sometimes the format of correspondence is the same. The completion of WHS forms and taxation records, for example, is the same regardless of where you work. Standard letters, briefs, memos and fax cover sheets may look the same. However, your workplace may specify which letterhead, font style and size to use. These styles are often outlined in a style guide. Then there are proformas and documents specific to your workplace. Order forms, for example, may contain information or fields specific to the products or services you offer. Internal forms may be created to suit a particular need within your organisation. 2016 Edition 20  BSBCMM201 Communicate in the workplace How do you format a telephone message? u These days most telephone messages are distributed via email. This is the quickest and tit easiest way to send and track messages sent and received. Click on the sections of the telephone message. ns Your name – It’s important the recipient knows who took the message so they can lI confirm or clarify details if necessary. How you sign off and record your details may vary depending on whether the message is na manual or electronic, whether you have Date and time – If the message is being electronic signatures or templates and distributed via email, the date and time whether your organisation uses formal or will automatically be recorded when sent. io informal language for internal If you’re not sending the message via communication. Refer to your organisation’s email, record the time and date manually. preferred standard. t na To – Select the recipient’s rname from your internal email directory. te Required action – In Include brief details of the nature of the call and any action required. For example, ‘please call in regarding the agenda for this Thursday’s meeting.’ Manual message pads ph often include checkboxes to simplify the task of recording i d ti us From – Record the caller’s name and company if it’s A relevant to the nature of the call. Remember to confirm spelling with the caller. Tel – Record and confirm the Fax or email – contact telephone number for the Record the caller. Consider taking both a customer’s fax landline and mobile number. number or email address if the caller expects a reply by fax or email. didasko.com 2016 Edition 21  BSBCMM201 Communicate in the workplace What if I have to create a manual phone message? u There may be instances when you need to take a message for someone you know is not tit working at their desk or who is in and out of meetings without regular access to their email. In such cases, it may be more appropriate to take a manual telephone message and personally hand it to them when they are next available. This is particularly important ns if the message is urgent and you know the person won’t receive the email within the required time frame for them to respond. lI The information you record is the same regardless of whether or not you’re completing an electronic or manual telephone message. na How do you format a fax cover? io The fax itself varies in format – a letter, report, pictures, diagrams, forms, tables, etc. It’s t the cover sheet that remains the same. na Click on the sections of the fax. r te Logo, name and contact details of your organisation In in ph Name, company and Your name and the contact numbers of the name of your person you’re sending organisation the fax to us A The date the fax is sent A brief statement to outline what the fax is in The names regard to of any other people who have received a Simple tick copy of the boxes to inform f the recipient of any action required Further comments regarding the information to follow 2016 Edition 22  BSBCMM201 Communicate in the workplace How do you format a letter? u Most organisations have standard letters for responding to common enquiries or requests tit from customers – thank you letters, welcome letters, response to advertisements, product enquiries, applications, etc. ns Click on the sections of the letter. lI Your letterhead and contact details na io Date the letter is t written The recipient’s name, r title and business address na The main content of te your letter. Format paragraphs ‘flush left’. Don’t indent new In paragraphs. in ph Sign off the letter us according to your organisation’s standard. A Your name and title encl. is short for enclosed. It lets the recipient know that there’s additional material which should accompany the letter. This is important in business when many employees have staff opening their mail for them. didasko.com 2016 Edition 23  BSBCMM201 Communicate in the workplace u Note... tit Remember to use the right letterhead, format and style to comply with organisational standards. ns Check with your supervisor/manager for the location of saved templates and proformas available for use. lI na How do you format an email? Most people are already familiar with email and the many benefits it has to offer. io Here are some usual tips to keep in mind when sending business emails. t La ngua ge na An email is less formal that other forms of written communication. However, this doesn’t mean you can be overly friendly or careless with your language and presentation. r te Apply the same principles you learned earlier – be accurate, clear, concise and avoid industry jargon. In Subje c t Some people receive hundreds of emails every day. It’s annoying to sort through past in emails to find the message you’re looking for. Including a subject title with every email you send helps the recipient locate your email at a later date. ph St a nda rd t e m pla t e s Many businesses set up standard templates, electronic signatures, headers and footers for staff email. This ensures a consistent and professional look for all emails distributed us externally. It is also an effective way of making sure all customers receive important information such as business contact information, privacy statements, environmental statements, disclosures, links, etc. A At t a c hm e nt s If you’re referencing an attachment, make sure you attach it! Forgetting attachments is a common and careless mistake made by many people. How do you format a memorandum? A memorandum (memo) has a similar format to a fax cover sheet. You use them to communicate general information such as meeting times, recent changes or developments, policy updates, personnel changes, deadlines, etc. Click on the sections of the memo. 2016 Edition 24  BSBCMM201 Communicate in the workplace Your letterhead u tit ns lI na Who the memo is for Date the memo Who the memo is from io was distributed Names of others who received t a copy of the memo What the memo relates to r na te In The content/body of the memo should be clear and in concise. Don’t sign off or use closing remarks such as ‘yours sincerely’ or ‘regards’ ph us A Note... Memos are usually intended for internal use. However, there are some situations when you may distribute a memo to external organisations – where there are external key stakeholders, for example. didasko.com 2016 Edition 25  BSBCMM201 Communicate in the workplace How do you format a brief? u Click on the icons to learn about briefs. tit Wha t is it ? ns A brief is a written report you prepare to give the recipient a summary of what they need to know to make an informed decision – prior to approving a course of action, for example, or before approving expenditure. lI A brief can also contain up-to-date information on a workplace issue – what happened, what’s being done about it, who’s involved, etc. na Wha t ’s t he purpose of a brie f? The people who have the authority to make major decisions don’t always have the time io needed to research information or prices, analyse benefits, make comparisons, etc. You may be delegated to perform these tasks for them and asked to prepare a brief of your t findings. na Wha t do you inc lude ? Keep it brief! The final document should be a single page. You can include any r attachments to support your findings if required. te Wha t ’s t he form a t ? In Follow these guidelines to format your brief. Title or issue to be addressed. in Background information – information on what has happened to date. Current position – information on what’s currently happening and why a decision or ph action is required. Include your findings and options taken into consideration when conducting your research/review. Recommendation – what you think the recipient should do. us Sign off – all parties involved in researching the topic or who have input into the decision should sign off on the brief (by either agreeing with the recommendation or adding additional information/advice as required). A Why is timeliness important? Click on the icon to find out the answer. You’re delegated an urgent task. Your manager asks you to write a letter in response to a customer complaint he received a week ago. You’re confident at writing business letters and decide to leave it until the end of your work day before getting started. It’s then you find out the complaint is more involved than you anticipated and needs some investigating before you can respond to the customer. The person you need to speak to has already left for the day, so you have no choice but to leave it until tomorrow. Tomorrow comes and you’re delayed with other urgent tasks. In the afternoon, your manager is tied up in meetings and can’t discuss the matter with you. 2016 Edition 26  BSBCMM201 Communicate in the workplace A week goes by without the customer receiving a response from your organisation. Your manager assumes you have everything under control but then they receive a call from the u irate customer wanting to know why no one has responded to their complaint. tit Now you have two complaints to deal with – one from the customer and one from your very disappointed and angry manager. ns The importance of meeting deadlines lI Preparing written correspondence takes time, so don’t leave it till the last minute to start na planning. Your ability to meet and exceed deadlines shows your professionalism and increases both internal and external customer satisfaction. io Click on the icon for some useful tips to help you plan and organise work priorities.  Confirm deadlines – When is the final copy required? Does your manager want to t review your work? How much time do you need to allow for review and/or revisions? na  Allow time for planning and preparation.  Allow time for consultation and research if required. r  Allow time for proof-reading. te  Allow time for unexpected delays – other urgent tasks that arise, the printer breaking down, a key contributor taking sick leave. In  Use standard proformas to save time.  Prioritise your workload. in  Avoid distraction.  Ask for assistance if you’re having difficulty or need a colleague to proof-read your ph work. us End of section A You have reached the end of section 2. Click to the next section to continue. didasko.com 2016 Edition 27  u tit ns lI na t io na This page has been intentionally left blank. r te In in ph us A  BSBCMM201 Communicate in the workplace Section 3: 3 u Communicate in a way that tit responds positively to ns individual differences lI Let’s look at what you will learn on completion of this section. na Use communication to develop and maintain positive relationships, mutual trust and confidence. io Value all individuals and treat them with respect, courtesy and sensitivity. Take into consideration cultural differences in all verbal and non-verbal communication. t Make efforts to use basic strategies to overcome language barriers. na Ensure that behaviour is consistent with legislative requirements, enterprise guidelines and/or social protocols. r te The benefit of effective communication In Your effective communication skills can be used to enhance your reputation as a good service provider. They’ll also help you develop and maintain positive relationships, mutual in trust and confidence. You’ll learn how over the next few screens. ph Com m unic a t e t o deve lop posit ive re lat ionships James is a waiter in a busy restaurant. One of his colleagues asks for assistance us interpreting the new purchasing policy. Click on James to hear his response. A ‘I don’t have time for this right now. Everything you need to know is in the document. It’s not my problem if you can’t read English.’ How would you feel if you were James’ colleague? Being rude and demeaning destroys relationships. Always show respect, and communicate in a friendly and helpful manner. Com m unic a t e t o deve lop m ut ua l t rust To trust someone means that you have faith in their ability to follow through on what they say. It means you can rely on them, trust that what they say is truthful, and know that they’ll honour their commitment to you. Click on Steve and decide if you would trust him. ‘So you want me to fix it by the end of the day? No worries. I’m just going to go to lunch and I’ve got to submit my footy tips first. But don’t stress about it. It’ll get done in time for the meeting...we’ve got plenty of time. If not, we’ll just wing it. Trust me!’ didasko.com 2016 Edition 29  BSBCMM201 Communicate in the workplace To communicate trust, you must be reliable and honest. Do what you say you’re going to do and do it within agreed deadlines. u Com m unic a t e t o inst il c onfide nc e tit A colleague approaches Simon and asks for assistance with the computer reservation system. ns Click on the icon and listen to his reply. lI ‘Just shut the system down. It should start up again. Hopefully we won’t lose the data. I’m not sure if the backup is up to date. Give it a go and call me if it doesn’t work.’ na Would you shut the system down? Your customers and colleagues like to know that you have detailed knowledge about products and services, and that you can provide them with any information they need to make accurate and informed decisions. io Be confident and certain about the information you provide and use positive language. For t example, ‘Contact me if I can be of further assistance’, not ‘Call me if it doesn’t work.’ na Positive language instils confidence and helps you develop relationships based on mutual trust. r Com m unic a t e t o e nha nc e re put a t ion te Clear, polite and confident communication is what customers look for. When you meet this expectation, the customer is satisfied and likely to tell others about their positive In experience. Word-of-mouth referral is one of the most valuable marketing tools a business can have, in and the best part is – it’s free! Communicate effectively with customers, and you’ll see an increase in repeat business, improved reputation and increased customer satisfaction.