Practices Performed Instructions:

The workforce-related policies and practices of the organization are communicated to the workforce.

    1. Individuals and units are informed of policies and practices that affect them.
    2. Whenever people-related policies and practices are changed, the changes are communicated to the workforce.
    3. The organization periodically determines whether the workforce is aware of its people-related policies and practices.
    4. When misunderstandings of the people-related policies and practices exist, corrective action is taken.

Information about organizational values, events, and conditions is communicated to the workforce on a periodic and event-driven basis.

Information required for performing committed work is shared across affected units in a timely manner.

    1. Responsible individuals in each unit:
      • Identify the dependencies their committed work has created with other units
      • Agree with responsible individuals in affected units how they will share information
      • Ensure that information needed to perform committed work is shared among affected units in a timely manner
      • Ensure that affected members of their unit are receiving the information they need from sources outside the unit
      • Ensure that affected members of their unit are timely in providing needed information to those in other units
      • Take corrective action when communication breakdowns occur
    2. When necessary, those to whom dependent units report assist in establishing the communication needed to perform committed work.

Individuals’ opinions on their working conditions are sought on a periodic and event-driven basis.

    1. Input is collected on a periodic basis.
    2. The receipt of opinions from members of the workforce is acknowledged.
    3. Inputs are analyzed and results are prepared according to the topics being studied.
    4. Where appropriate, the results of these analyses, decisions based on them, and actions taken are communicated to the workforce.
    5. To ensure confidentiality, results are presented so that individuals or groups cannot be identified as the source of information unless they have given their permission to be identified.

Individuals or groups can raise concerns according to a documented procedure.

    1. Individuals or groups may raise a concern to any level of management without fear of reprisal.
    2. The resolution of a concern can be appealed to higher management levels.

Activities related to the resolution of a concern are tracked to closure.

    1. Responsibilities are assigned for tracking the status of concerns
    2. The status of all open concerns is periodically reviewed by management
    3. When appropriate progress has not been made in resolving a concern, corrective action is taken.

The interpersonal communication skills necessary to establish and maintain effective working relationships within and across workgroups are developed. 

    1. Needs for developing interpersonal skills are identified
    2. Methods for developing or improving interpersonal skills are identified and performed.
    3. When appropriate, individuals are sensitized to cultural issues that would influence interpersonal or workgroup communication styles.

Interpersonal problems or conflicts that degrade the quality or effectiveness of working relationships are handled appropriately.

Individuals and workgroups coordinate their activities to accomplish committed work.

    1. Individuals and workgroups participate in making decisions about how to organize and perform their work.
    2. Individuals and workgroups organize and perform their work to satisfy their commitments and dependencies.

Individuals and workgroups monitor and coordinate the dependencies involved in their committed work. 

    1. Committed work at the unit, workgroup, and individual levels is analyzed to identify dependencies.
    2. Individuals and workgroups agree on the dependencies created by their committed work.
    3. Mutually agreeable mechanisms for coordinating dependent work are established.
    4. Agreements for coordinating dependent work are documented.
    5. Individuals or workgroups communicate in advance when dependencies cannot be met.
    6. When necessary, dependencies are revised through mutual agreement among affected parties.

Meetings are conducted to make the most effective use of participants’ time.

    1. Guidelines are developed for maximizing meeting efficiency based on the organization’s culture and values, business processes, and the purpose of the meeting.
    2. Meetings are called only if they offer an adequate benefit for the time consumed; otherwise, a more efficient way to accomplish the goal is pursued.
    3. To the extent possible, a meeting’s purpose, objectives, and procedures are planned, and an agenda is distributed in advance.
    4. Meetings are conducted to maintain focus on accomplishing their original purpose.
    5. Meetings are conducted to encourage the participation of all who are able to make a contribution.
    6. Actions to be performed following the meeting are assigned and tracked to completion.