It’s good to talk
We need to talk more in the workplace. We need to communicate better. We need to get things out in the open, to air grievances, share our hopes, fears and concerns and, where appropriate, ideas, aspirations and goals for the future.
Why? Because in any organisation, effective communication and high levels of productivity go hand in hand. A lot has been written about it with a wealth of research to back this up. In organisations where employees are comfortable to talk honestly and openly with their colleagues, people thrive and prosper. It's good for people and business.
I have recently written about the issues of industrial relations and, in particular, about the clashes we see in our industry between factories, unions, and employees. While there are many reasons why these clashes take place and continue to damage the reputation of our industry, the underlying problem is communication or the lack of it.
When there's a gap in communication within organisations, problems emerge. Problems fester, issues go unresolved, workers become more and more unhappy, and eventually this breaks out into confrontations between owners/senior managers and workers on the factory floor, and in some cases including their union representatives.
It becomes an "us versus them" situation, with mistrust, anger, and frustration playing a role on both sides. We have seen in the recent history of the Bangladesh RMG industry how much damage can be caused when parties become entrenched in their respective positions. In many cases, what starts out as a small disagreement becomes something more serious and extensive. Sometimes, even workers who weren't involved are dragged into confrontations and forced to take sides. The damage—to the factory, to productivity, and to reputations—can be long lasting.
And yet, all these issues can be avoided if RMG factories have in place formal, structured communication mechanisms to facilitate constructive dialogues between respective parties and stakeholders, be they managers, supervisors, workers, owners, or union representatives. Discussions can be open, transparent, civilised, and with mutual benefits.
As well as reducing the risk of industrial strife, there are other benefits to good workplace communications. It is proven that when businesses fail to meet targets, it is often due to poor communication between employees regarding projects, including goals, milestones, and deadlines. It is vital, therefore, that a culture of talking is fostered within our industry.
Furthermore, good communication in the workplace is crucial for increasing accountability at each level of the business, from the garment worker to the supervisor through managers and the owners. Employees who are held accountable for their work and have a clear and distinct set of targets are better placed and more likely to finish their tasks on time, and that too with high degrees of precision.
So, how can this communication be achieved? It is not rocket science. A daily discussion with line managers can ensure that all staff members are on track and placed to meet their respective milestones. This is also a chance for employees to have a clear understanding of what their colleagues are working on.
Such accountability breeds a win-win situation in the workplace. Employees held to account feel valued and are more likely to ask for help and support. This in turn leads to a culture where there is personal growth and knowledge development.
Another factor to discuss is that collaboration and teamwork are massively improved through better communication. A culture of open communication and dialogue means that issues are more easily resolved between different departments or functions within the business. As an example, in an RMG factory, if different departments such as marketing and R&D are often clashing, why not create a clear line of communication in the form of regular meetings so that these separate functions can gain greater awareness of each other's work and progress? In turn, they could support each other in solving problems and come up with innovative ideas if able to communicate effectively.
Communication is vital, but it does not happen by accident. If an RMG factory does not have open and clear lines of communication between employees and managers at all levels of the company, this needs to be established and nurtured. Do all employees feel they have a direct line of communication to superiors when needed? Are they comfortable approaching bosses or do they worry it could reflect badly in the future?
If not, it's imperative that factories encourage communication training and workshops. Communication is a skill to be learnt and a tool for successful businesses. A few words—some quiet encouragement or gentle reassurance—can stop a small problem becoming a large issue.
Mostafiz Uddin is the Managing Director of Denim Expert Limited. He is also the Founder and CEO of Bangladesh Denim Expo and Bangladesh Apparel Exchange (BAE).
He can be reached at mostafiz@denimexpert.com
Comments