Diversity in the Workplace PDF

Diversity in the Workplace In Canada, diversity extends beyond race or ethnicity, religion, culture or newcomer status to include factors such as geography, language, politics, gender, beliefs, sexual orientation, economic status, abilities, skills and interests. A diverse workplace reflects our com...

Diversity in the Workplace In Canada, diversity extends beyond race or ethnicity, religion, culture or newcomer status to include factors such as geography, language, politics, gender, beliefs, sexual orientation, economic status, abilities, skills and interests. A diverse workplace reflects our communities. According to the 2011 NHS, workers aged 55 years and over accounted for 18.7% of total employment compared to 15.5% in the 2006 Census. This is the result of the aging of the baby boom generation and the increased participation of older workers in the labour force. Women in the Workforce In 2011, women comprised slightly less than half of the employed labour force (48.0%). Among the 10 broad occupational categories, women aged 15 years and over were most likely to be employed in sales and service occupations (27.1%); business, finance and administration occupations (24.6%); and occupations in education, law and social, community and government services (16.8%).2 Employment rises the most in educational services and health care and social assistance in August Glossary newcomer status how recently one has arrived in a new country baby boom generation people born from 1946 and 1964. In this context, "boom" means a su Education in the Workforce In 2011 in Canada, the employment rate for the population aged 25 to 64 was 75.3%. For this group, 30.8% had university credentials, while 12.7% had no certificate, diploma, or degree. In general, the employment rate increases with education level. The employment rate for those with university credentials was 81.6% compared to 55.8% for those who had no certificate, diploma or degree. Globalization World economies are becoming more dependent on each other due to the increase in cross-border trade of commodities and services. the flow of international capital.  the rapid spread of technologies. Downsizing Companies are increasing efficiency by Getting one person to do the job of two or more. Laying off employees that are deemed ‘non-essential’. Outsourcing Companies are lowering costs by manufacturing goods in countries that have a lower minimum wage. Telework Work that can be performed anywhere at any time mainly based in telecommunications (i.e. call centers, cold-calling marketing from home) Remote employment Any working arrangement in which the worker preforms most of the work at a fixed location other than the traditional workplace Virtual office The concept of work done through technology where the employee is one place (i.e. at home) but virtually present elsewhere (a meeting) Types of Business Organizations Sole Proprietorship Owned and controlled by an individual The owner receives all the profits and is responsible for all the debts Examples may include locally-owned restaurants, shops, and services (landscaping, housekeeping, pet care) Partnership An association of two or more co-owners of a business Business decisions, profits, and losses are all shared among the partners according to the terms of the partnership agreement Examples may include small law firms, medical practices, and clinics. Corporation  Corporations are legal entities formed by following a formal process of incorporation and established by federal or provincial statutes and associated regulations May be privately-owned Examples include (in Canada): Costco, Desjardins, Honda, McCain Foods May be publicly-owned Owned by investors called shareholders or stockholders A corporation's investments may be affected by unforeseen actions, decisions, regulatory policies or changes in business practices and standards. Example: If a company is mismanaged or has financial problems, the stock price may decrease and the shareholders may lose money in their investment. Examples include (in Canada): Royal Bank of Canada, Canadian National Railway Co., Suncor Energy Formal Organizational Structures Depending on the type of organization, many will have the following: Board of Directors: They are elected to look after the interests of the Shareholders Chief Executive Officer (CEO) Chief Operations Officer (COO) Chief Information Officer (CIO) Vice Presidents Managers Employees Every organization has its own culture, which reflects values, beliefs and attitudes that drive the organization and defines its style of doing business. Culture is expressed in symbols such as the dress code and unwritten rules that may not be discussed but that show up in employees’ attitudes. The atmosphere in different workplaces gives employees and customers different impressions and expectations from the business. For example:  Employees in legal offices often wear formal business suits, which gives the impression of a serious and professional atmosphere. Doctors in medical clinics are identified by their white coats, while doctors in children's clinics often wear colorful scrubs to help children feel comfortable. Many workplaces have casual Fridays where employees wear more casual clothing in order to relax. Many workplaces have birthday and holiday celebrations to create an atmosphere of family and camaraderie. Role The administrative professional usually...works approximately 40 hours per week, unless job-sharing or on a part-time contract is expected to almost always be in the office to provide support, respond to requests, inquiries, and keep things running smoothly helps others function well in their roles is responsible for covering ‘home-base’ (the main office area) is the 'go-to person' for questions (the first person people ask) Responsibilities Scheduling appointments and meetings Meeting and greeting clients/customers Managing the phones Composing responses to inquiries Managing social media accounts Processing incoming and outgoing mail Maintaining filing systems Preparing agendas for meetings Faxing, photocopying, mailing Maintaining office supply inventory Doing basic accounting Conducting interviews for support staff Conducting research and preparing presentations of findings Training and supporting office personnel Taking and distributing meeting minutes Solving day-to-day problems using critical thinking Glossary Job-Sharing: two employees sharing the responsibilities and duties of one full-time job. Employability What skills make an administrative professional employable? Fundamental Skills Strong communication skillsOral, written, non-verbal, effective listening Ability to manage information  Ability to use appropriate technologies to locate, gather and organize information Good with numbers Ability to decide what needs to be measured or calculated Ability to think critically and solve problems Personal Management Skills Time managementBeing able to prioritize tasks Work/Life balance Interpersonal skills The ability to get along with others while still getting the job done Team work and Leadership Able to build strong relationships Learn collectively with your team Take responsibility for producing high-quality work Leadership skills Developed through opportunity Can be acquired formally or informally Inspire people to produce at their maximum Professional (noun) a person engaged in a specified activity as one's main paid occupation rather than a hobby or pastime Characteristics of a Professional Strong work ethic Positive attitude Self-confidence What do you need to become a professional Administrator? Be able to take directions Conform to established practices and policies  Use good judgment to recognize potential problems Assess situations Act creatively Time Management Here are some tips for better time management: Create a daily plan Block out distractions Set time limits to each task Track your time Use a calendar Don't waste time on unimportant Use an organizer tasks/details Know your deadlines Prioritize Learn to say “NO” Delegate Set 15-minute reminders before a meeting or Group similar tasks together deadline Limit time wasters Have a clock near you Leave buffer time between tasks Focus Identifying Time Wasters The following can contribute to wasted time during your workday. Strive to limit or completely eliminate these to achieve better time management. Ineffective communication Misunderstanding a task before working on/completing it Poor telephone techniques Being unprepared when taking messages or placing out going calls; using the phone when an email would suffice Inadequate planning Assuming a task won’t take long and putting it off Interruptions Catching up on the latest office gossip with coworkers when a client comes in late Disorganization Having a messy desk, documents not filed properly, clutter Procrastination Putting an assigned project that seems like it will be difficult and time consuming aside for a later time Establishing Priorities Priority (noun) something that merits your attention ahead of other tasks It can be helpful to organize tasks into one of four categories: Important and Urgent Important but Not Urgent Urgent but Not Important Not Urgent and Not Important Minimizing Interruptions Emails Determine appropriate intervals to check email. Respond to emails courteously, clearly, and concisely; be direct and specific. Do not let emails take the place of personal contact. Telephone Be accurate when taking a message or screening Give and record correct information during calls. calls. Identify yourself or your supervisor, Repeat the name, phone number, and message t and state the reason for your call. the caller to confirm the accuracy. Group outgoing calls. Make only emergency personal calls during Make calls when people are most likely to work hours. be available. Use email and fax as alternatives to phone  If the person you called is not in, find messages. out when he or she will return or leave a concise voice mail. Visitors Set up appointments for visitors. Discourage people from dropping by unexpectedly. Make visitors welcome, but continue with your work as soon as you can. Discourage co-workers from dropping by to socialize. Organizational Goals Employees are often brought into the planning process when they are asked to write an action plan that reflects what the will accomplish to meet the goals of the organization. Personal Goals To figure out your own personal goals you may want to consider: Career goals – what do you want to be doing in 5-10 years? Buying a house – is this something you want? When? Maybe a change of scenery – where do you want to live? Goal Attributes Effective goals should challenge you to reach a higher level of accomplishment and require you to do more than you have been doing. SMART Goals In order to make sure your goals are realistic, make sure they are S.M.A.R.T. Specific – too vague and you won’t know when you’ve achieved it Measurable – using smaller goals to brick the walkway to your ultimate goal Achievable – your goals should be challenging, but not unrealistically high Relevant – the outcome should matter to you, it should be meaningful and worthwhile Time-bound – deadlines allow us to determine when we have reached our goal Organizing your Workspace A well organized workspace promotes: Morale A clean and well-kept workplace makes a strong impression on how employees view their jobs. Workers who take pride in their working environment will be more inclined to organize their own desks, clean up after themselves, maintain filing systems and work more effectively together. Professionalism Demonstrates a company-wide dedication to detail, cleanliness and thoughtful planning to customers and colleagues Health and Safety For example, old food kept in a company’s refrigerator can cause workers to become ill because it can harbor some dangerous and even deadly micro-organisms. Efficiency An organized workplace encourages workers to be productive, reduces work-related stress and saves time -- especially because employees spend less time looking for things. Definitions Below are words that are used in this module with their definitions. also known as a client or a buyer, is someone who buys or uses the produ Customer (External) of a company or organization departments or employees within an organization who use products or se Internal Customers by others within the organization often defined as the ability of an organization to consistently give custome Customer Service need and want committed to providing high-quality customer service. Organizations with Customer Focus focus know the importance of providing excellent customer service to attr  and maintain customers. Customer/Visitor Focus Strategies Maintaining Customer Focus Showing Respect Seeking Customer Input Taking Responsibility Explaining the Situation Following Up Sometimes customers or visitors go beyond simply being angry or frustrated and become abusive. Usually, you cannot help an abusive customer/visitor until they calm down. As you would with someone who is difficult, do not let yourself become angry, as it may escalate the situation. Although you can control your own behaviours, you cannot control the actions of others. Try to defuse the anger by: Look for points of agreement with the person. This technique usually works well, and then you can start looking for solutions to the problem. Listening – let the person talk. Empathizing – put yourself in the person’s place to understand their viewpoint Questioning – ask what you can do to solve the problem or make the situation better Apologize – sometimes making an apology is the best approach. At such times, you must keep foremost in your mind your role as an ambassador of goodwill – your role is to be even-tempered and tolerant. Phrases to Avoid: What to Say Instead: "Sorry about that." "My apologies." "I don't know." "I may not know now, but I will find out for you." "I'm sorry, that's not something that we can do. However, "Unfortunately, no." what we can do is..." "I can understand why you'd feel that way. Let's see what we can "Please calm down." do now." "It's not our fault." "I'm going to do everything I can to make things right." "It's our policy." "Sorry about the frustration, but here's why that policy exists..." "No problem." "You're welcome. My pleasure. Happy to help!" The 21 Most Important Customer Service Skills Empathy Communication skills Listening skills Product knowledge Problem-solving skills Patience Positive attitude Positive language A willingness to go the extra mile Personal responsibility Confidence Tenacity Authenticity Adaptability Attentiveness Desire to learn Professionalism Acting ability The ability to respond quickly Time management skills The ability to let it go What is a Gap? A gap is a problem, issue or challenge, and could be an opportunity for improvement. Gap analysis involves assessing the difference between two things. It is mainly used to compare two different states of something, the current state and the future state. It can be used, for example, to assess where a company or process is today, where it needs to be in the future, and what needed to be there. There are many real-life examples where gap analysis can be applied. For example, If you find that your team’s skills are not adequate enough, you may perform a gap analysis to assess the current skill level and compare it to the desired level. Once you identified the gap, an action plan can be developed to close the gap and improve the skills of your team. It is common to use performance indicators when comparing the two conditions, and you may use these indicators at any point during the gap analysis process. Uses of Gap Analysis At the business level, gap analysis can be useful to identify the areas where a business is performing below quality standards or customer expectations. At the process level, gap analysis is used to address the unsatisfactory performance of a process. It is especially useful when comparing an existing process to a process that is performed elsewhere and provides an excellent opportunity to learn from industry leaders. This allows to determine if the process needs to be simplified, streamlined or redesigned all over again. In project management, gap analysis can be used before starting an improvement project to justify the initiation of the project. It can also be used at the definition stage of a project which allows to better understand the business case of the problem. It brings understanding to the problems and indicates any potential opportunities and risks that could be faced during the implementation of the project. Gap analysis is more of a theory than a practice. There is no standard process to perform a gap analysis and it should be tailored depending on the situation and your needs. Various tools and models can be used to turn the theory into practice and identify the gaps including SWOT analysis, fishbone analysis, bottleneck analysis, SPC analysis and the McKinsey 7S model. Typical Steps for Conducting a Gap Analysis Gap analysis involves organizing information in such a way that allows for proper comparison and analysis. Such organizing of information can be simply accomplished using tables and charts without the need for complicated methodology or software. The following are the typical steps for conducting a gap analysis. 1.Choose a specific problem area you need to focus on. 2. Understand the current situation and know where you are standing. 3.Identify the desired outcome that need to be achieved 4.Identify the gap between the two states and analyze the causes. 5.Agree on the steps you need to take to close the gap. Communication occurs when a message is sent by one person and received and understood by another person. A message is the idea being presented by the originator of the communication The originator—the original sender of the message—is the person who creates the message and transmits it via a channel. A channel is a means by which a message is sent, such as a letter or email, or speaking in person or by telephone The receiver is the person for whom the message is intended, such as the person who receives the letter or email. Verbal communication is the process of exchanging ideas and feelings through the use of words. You make an impression on the listener by the way you speak – not just by what you say. Things that may affect the way your message is received include: Pitch Tone Pace Volume Pitch Pitch is an attribute of sound that can be described as high or low. Someone who is nervous or frightened may speak in a high pitched voice. Listeners may be less likely to believe the speaker’s message. On the other hand, a low pitched voice tends to project calmness and control. Listeners are more likely to have confidence in the speaker. Tone Tone is an attribute of voice that conveys the attitude or emotional state of the speaker. Sometimes, the same words spoken in different tones can convey a different meanings. Pace Pace is physical attribute of speech indicating how quickly or slowly the speaker is talking. When you speak too quickly or too slowly, the listener may either miss part of your message or become frustrated and lose interest. Volume Volume is how quiet or loud the speaker is talking. Listening to someone who is speaking too loudly may also be frustrating. On the other hand, speaking in a voice that is so low may result in people constantly asking one to repeat themselves, causing a different sort of problem. Nonverbal Communication Nonverbal communication is sending a message without written or spoken words. An example of nonverbal communication is body language – body motions, gestures, and facial expressions. Nonverbal symbols can affect or even alter a message. When nonverbal cues do not support the verbal message, the listener is more likely to accept the nonverbal messages. Be aware of your body language so that your nonverbal messages reinforce your verbal messages. Nonverbal communication symbols have different meanings from culture to culture. For example, the “okay” sign has a positive meaning in North American culture. However, in some other cultures this gesture is considered offensive. People in different cultures feel differently about the use of personal space. In some cultures, standing less than a meter away when talking with someone is a comfortable, whereas other cultures this distance may be too close. Listening Types Listening is hearing and trying to understand the message. Essential to effective communication, listening verbal communication skill. However, most of us are not excellent listeners. Being an effective listener can your relationships with others. A first step toward becoming an effective listener is to understand the type Listening can be categorized as: Causal listening Active listening Casual Listening Casual Listening is hearing and trying to understand what is being said with the objective of relating to others. Example: When chatting during lunch with a colleague, you use casual listening to understand what is being said and to help respond appropriately. You typically do not focus on analyzing what is said or trying to remember every detail of the conversation. Active Listening  Active listening is more goal-oriented that casual listening; it is listening for the meaning as well as the words of the speaker. When listening actively, you have a definite purpose in mind. There are four types of active listening: Informative listening Evaluative listening Empathetic listening Reflective listening Informative Listening Informative listening is used when you wish to hear, understand and remember the information being presented. Example: When your manager gives you instructions for completing a task. hear – understand – remember Evaluative Listening Evaluative listening is used to hear, understand and judge what is being said. You may evaluate whether the information is useful, accurate, or interesting. Example: When someone is trying to sell you something, you would evaluate if the message to decide whether you will accept it or reject it. hear – understand – judge Empathetic Listening Empathetic listening is used to hear, understand and offer feedback that shows you have understood the message. The feedback you offer indicates only that you understand the message not that you agree or disagree Example: As a customer service rep, you use empathetic listening when a customer is making a complaint to let them know their complaint is understood. hear – understand – offer feedback showing understanding Reflective Listening Reflective listening is used to hear, understand and offer feedback that helps the speaker think about their feelings or objectives.  The feedback should not be judgmental ; rather is should prompt the speaker to think or question further. Example: A co-worker says “I’m at a loss about how to tackle this project.” A response that shows reflective listening might be “So you’re not sure where to being? Tell me more. What’s your understanding of the of the goals of the project?” hear – understand – offer feedback helping to think about feelings or objectives An effective listener prepares to listen by removing internal and external listening barriers. When someone approaches you at your desk or in a meeting: Pause talking or working on tasks. Clear your mind of distracting thoughts. Pay attention. You will quickly need to determine the appropriate type of active listening when the speaker starts talking. Common Barriers to Listening Common barriers to listening are quite similar to barriers in communication: Bias – do not let bias or previous experiences keep you from listening with an open mind. Distractions – give the speaker your full attention. Considering your response while the speaker is still talking – if you are thinking about you and your words, you are not focusing on the speaker or their message and will likely miss something. Timing – if you have questions or concerns, write them down to ask later rather than interrupting to speaker. Emotions – do not let an emotional response to a message distract you from listening. Techniques for Effective Listening When in a difficult situation, listening can be even more powerful than words. Most of the time, someone who is upset is not looking for someone to respond, just to listen and understand.  Pause – if you feel the urge to say something, think about whether or not it needs to be said immediately or if it can wait. Look – Look at the speaker, looking elsewhere may cause the speaker to feel like you don’t care. Listen – use your active listening skills to figure out what is really going on. Respond – once the speaker has finished, you may respond, keeping in mind to be courteous and respectful. Types of Written Communication Emails Very short communication, should be no longer than one computer screen Used for both internal and external customers Possible uses: confirm appointments (internal/external), pass along quick communication to multiple people like a special event (internal), communicate with a client (external) Memoranda (memos) Longer than an email, usually two or so paragraphs, always typed out and distributed Interoffice use only Possible uses: policy changes in the office (have employees sign and hand back memo after reading), upcoming meeting or event within the office (post memo at coffee machine, printer, water cooler – to ensure more people see it) Letters More formal means of communication Should include company letterhead, logo and information to ensure authenticity, only for external use Represents the company to customers and clients, both existing and prospective Possible uses: acceptance letter, contracts, notice of change to client accounts, statements of account Reports Prepared for the workplace, either informal and just a few pages in length or more formal with a table of contents and footnotes, appendix and bibliography May be printed or sent via email, usually used internally Possible uses: sales reports, health and safety statistics, research projects Planning Before you start writing/typing your correspondence, it's important to answer these key questions: Who needs to receive the communication? When will What is the objective of the communication? Where sh What information is needed before writing the communication? Why is the Objective Determine the objective: What do you hope to accomplish with the communication? Inform the reader Simply providing the reader with information. Examples: Changes to an account, a new product/service available Request action Informing the reader of what needs to be done in order to continue a process Examples: College acceptance letter asking for confirmation and tuition deposit Present information to persuade the reader Giving information to make the reader want to take action Examples: Looking for donations to a charity or volunteering one’s time to a good cause Promote goodwill Nothing in it for the company, just something nice for the customer Examples: Birthday cards/emails from companies you deal with; “thank you for your business” offers Other possible objectives Inform the reader Request action Present information to persuade the reader Promote goodwill The communication’s objective may be a combination of the above. Once you have identified the objective, list the main ideas to include as well as the supporting details to reinforce the main idea. Adjust Content for the Reader Consider the reader's wants, needs and interests as they relate to the message. Your communication will be more effective if it is adjusted for the reader. In order to try and identify the reader's wants, needs and interests, consider asking questions such as: What are the ages, genders, backgrounds, and biases of the readers? Do the readers have any knowledge or experience related to the message topic? Will the reader consider the message positive, neutral, or negative news? Types of Messages It is important to identify the type of message you're sending and how the recipient(s) will likely react to it. Message Type Example Favourable a college acceptance letter Routine a credit card statement Unfavourable an e-mail saying that you did not get a job Persuasive a letter asking for a donation Organizing the Message Content Message Type Anticipated Recipient Reaction Mes Favourable positive direc Routine neutral direc Persuasive interested, yet indifferent indir Unfavourable negative indir Approaches Direct Begin with the reason for the correspondence. Continue with whatever explanation is necessary so the reader will understand the message. Close with a thank you for action that has been taken or with a request that action be taken by a specific date. Direct (persuasive approach) Use the persuasive approach when you want to convince someone to do something or change an indifferent or a negative reader reaction. Begin with the you approach. Continue by creating interest and desire. Close by asking for the desired action. Indirect Begin with a pleasant but neutral opening statement. Review the circumstances and give the negative information. Close the message on a pleasant and positive note. Use this checklist when composing an indirect message: ✓ Begin with a pleasant but neutral statement. ✓ Review the circumstances and give the negative information as positively as possible. ✓ Close on a pleasant note. ✓ If you have to say "no" to something, offer an alternative. Editing and Publishing Editing is reviewing and revising the message to improve its form and content. In order to be effective in written communication you must: Be clear, concise, and simple Use an appropriate tone Be complete, courteous, and positive Use effective paragraphs Be correct Use an appropriate reading level Proofread Publishing is sending or making the message available to the receiver. It is very important to ensure you have selected the most appropriate channel for your message, to do so you must consider the following: How quickly the information needs to be The purpose/objective of the message delivered The target audience The cost of distribution, along with the The length of the message budget available Email Guidelines Follow these guidelines when sending an email: Know the purpose of your email and what you Be polite. are trying to achieve before you begin writing. Know that emoticons can be perceived ALWAYS include a subject line; use it to state as casual interactions. the purpose of the message. Be appropriately formal when writing emails. Keep the message short—one screen load is best. Include a standard text in your closing. Edit and proofread carefully. Assign a high priority to the message Remember that email messages are not only when it is truly needed. private. Assume that any message you send is Do not send or forward spam (electronic junk permanent. mail). Think carefully about what you say Ensure the message and attachment are forwarded together. when you write an email; reread it before  Do not use different fonts, colours, clip art, you hit “send.” and other graphics in email unless they serve If another person needs to know about a specific purpose. the information contained in an email, send a co Do not key your message in ALL UPPERCASE, as this connotes shouting. If you send a message in haste and Avoid sending messages when you are angry. then immediately realize you should not Before you reply to an email, ask yourself if have, use the “unsend” option, if available. you really need to reply. Answer your email promptly. Instant Messaging Follow these guidelines when sending instant messages: Know and follow company IM policies. Use abbreviations sparingly. Be aware of IM statuses—is the person “away” Use good grammar, punctuation, or “busy”? and spelling. Be careful what you say—keep confidential information confidential. Do not use humour or sarcasm. Consider your message—keep it brief. Be positive. Be professional. Close the conversation. Memo Guidelines Use these guidelines when sending a memo: If you are sending a memorandum to more than Use the first name (or initial) and last name of the individual. one individual, list the names in alphabetical order Use the job title of the individual if it is or by hierarchical order within the company. company procedure to do so; If you are addressing a memo to a group, use many organizations do not use titles in memos. a generic classification, such as “United Way Do not use courtesy titles, such Fundraising Team.” as Ms. or Mr. Include a distribution list at the end of the  memo giving the names of the recipients. Proofreading When proofreading your message, do more than just check spelling, grammar, capitalization and sentence structure. Consider the tone of your message; ensure it is appropriate. Check that your paragraphs are effective, and the reading level will match that of your intended audience. Proofreading Tools Most computer software comes with some form of “spell check” that is programmed to assist in catching spelling mistakes. Sites like Grammarly are designed as add-ons that identify grammatical errors in your writing. A Thesaurus, either paper or online, can help you develop your vocabulary by suggesting alternate words However, as we all know, these features do not catch ALL errors. Proofreading Tips Proofread your document on the screen before you print. Proofread the document in three steps: Spelling and keyboarding errors Punctuation, word usage and content General appearance and format Reading the document from right to left will help in identifying keyboarding errors and improving your concentration and accuracy. Let the document sit for a little while before proofreading it. Proofread EVERYTHING—dates, subject line, enclosure line, names, addresses, etc.  Pay special attention to dates; do not assume they are correct. Use a thesaurus if you are unsure if a word is appropriate. Watch closely for omissions of –ed, –ing, or –s at the ends of words. Be consistent with the use of commas (i.e.: Oxford comma). Be consistent with the use of capital letters. Check numbers. Be consistent in format. Have questions? Look them up in the Gregg Reference Guide. Proofreading Marks When you are proofreading hard-copy documents, add professional proofreaders’ marks directly to the document to indicate necessary changes or corrections. 7 Cs of Communication: 1. Clear—main ideas easily identified and understood. 2. Concise—gets to the point without using unneeded words or images. 3. Concrete—includes specific examples or explanations. 4. Correct—in information, word choice, and grammar. 5. Coherent- information presented in a logical sequence. 6. Complete—enough information so the audience can understand. 7. Courteous—polite, professional tone Email: The basic elements of professional email writing: 1. Your email address 2. Subject line 3. Email Opening 4. Email body. 5. Email ending. 6. Email Sign off. 7. Email signature/footer.