Look Who’s Talking A study in organizational communication at Loretto, Inc. Brandon Duck Bryce Link Aman Luthra Yuriy Piskalyuk Jennifer Puma Michelle Zimmerman

Loretto Background Provides elderly health care to almost 3,000 individuals annually with varying needs and income levels Offers a wide range of programs, health care, and residential options in different settings such as independent living, home and community based care, supported living and residential health care facilities Employs approximately 1,700 individuals in a variety of jobs ranging from administrative and secretarial to nursing and therapy to dining and housekeeping

Project Description Conduct a communication analysis –Identify gaps and weaknesses in organizational communication flow Review best practices in the field Make recommendations for improvement based on our analysis

Methodology Three methods employed –Living-in analysis: make observations of the organization over a period of time and then make subjective judgments about communication patterns –Indirect analysis: obtain data concerning communication by using a variety of methods and measurements (e.g. surveys of employees) –Ecco analysis: focus on a unit of information and follow it through time

Living-in Analysis Conducted formal interviews and engaged in informal conversation with middle- and upper-management Attended meetings Made casual observations through on-site visits Reviewed communication materials (e.g. publications and s)

Indirect Analysis Designed survey to determine the most frequently used methods for receiving and disseminating information, as well as their perceived effectiveness Approximately 500 surveys distributed to employees of the Cunningham/Fahey facility only

Ecco Analysis Conducted second survey tracking one message: mandatory “Safety Talk” for the month of November 90 surveys distributed over three shifts: 7am to 3pm; 3pm to 11pm; and 11pm to 7am

Findings from Living-in Analysis Postings/flyers on bulletin boards were outdated and cluttered Attendance at one meeting was extremely low and scheduled speakers were absent at another Upper management’s visibility among direct care staff seems to be low Face-to-face communication is noted to be important by interviewees Potential motivational problems (which interviewees linked to communication problems) are noted

Demographic information age, gender, length of employment and area of work Receiving information 38% do not receive enough information; 33% do not receive information in a timely manner; no differences based on demographics Respondents receive different kinds of information (e.g. social events, human resources/benefits) through different modes (e.g. newsletters, ); website/intranet is least utilized Findings from the Indirect Analysis

Receiving information 69% respondents indicate receiving information “all of the time” through word of mouth Staff meetings, word of mouth and one-on-one communication were rated as most effective Disseminating information 74% respondents indicate disseminating information “all of the time” through word of mouth Staff meetings, word of mouth and one-on-one communication were again rated as most effective Findings from the Indirect Analysis

Communicating information upward Staff meetings, word of mouth and one-on-one communication were rated as most effective “Just talk to them, they’re people.” “Staff meetings work best. Face to face is always the best way to get a point across.” Suggestions for improving effectiveness “Accountability – hold people for communication failures.” “We seem to communicate information that will make us feel good or valued, but we also need information to give a sense of unity of purpose, pride in the work of Loretto.” Findings from the Indirect Analysis

Findings from the Ecco Analysis Demographics Mostly direct care workers Shift 1 (56%); Shift 2 (14%); and Shift 3 (30%) Information flow 11pm – 7am shift is neglected 52% had never heard of any mandatory Safety Talks Significant differences between direct care workers and administrative staff on whether or not they had heard any information on mandatory Safety Talks

Recommendations 1.Increase and regularize the frequency of staff meetings and face to face communication for downward and upward communication. 2.In addition, feedback mechanisms for communicating upward anonymously need to be put in place. 3.Accountability mechanisms for supervisors need to be established because they connect and are responsible for transfer of information between direct care staff and upper management. 4.Periodic assessment of employees based on communication work needs to be be built into the communication policy.

Recommendations 5.Upper management should increase their visibility on floors and devote part of each work day to interacting with the direct care staff. 6.Newsletters and other publications need to be disseminated in a timely manner in order for them to be effective means of communication. 7.Informal networks in communication need to be studied to find the central connectors in the organization. These key actors can be capitalized upon and rewarded for their work. 8.Motivation may be a problem and requires further study because of the links noted by many respondents between communication and employee motivation.