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When employees have questions, they most likely ask a supervisor for guidance. For many issues, asking their coworkers may be acceptable as well, such as questions on technical issues. However, if employees are asking questions of each other that should be directed to a supervisor (such as policy enforcement or even how to fill out a timecard), this may indicate a communication barrier.
While it might be natural for employees to feel more comfortable asking questions of one another, the answer might describe “how things have always been done,” and it may not be the correct way. The effect of inaccurate coworker answers might range from a loss of efficiency (things could be done better) to a potential for liability (safety procedures aren't followed).
There are many reasons that employees might avoid communicating with a supervisor, including:
- The supervisor doesn't know or doesn't provide an answer.
- The supervisor doesn't enforce a policy.
- The supervisor doesn't respond appropriately.
Doesn't know or doesn't answer
In some cases, a supervisor won't know the answer. This can be a challenge because nobody likes to admit that they don't know something. If a supervisor promptly looks into the matter and provides a response in a reasonable time, the employees should feel more comfortable asking questions in the future.
However, if the supervisor simply says he doesn't know, or tells the employee to figure it out, the employees are less likely to ask questions in the future. This creates a barrier to communication, and overcoming the barrier won't be easy. The best way to avoid this situation is for supervisors to admit they don't know something, promptly follow up with the employee who asked the question (or with all employees, if the issue could affect the workforce), and explain the reason behind the answer.
Part of treating employees like adults means giving them a reason for a decision. While a parent might get away with saying “because I said so” to a child, this answer isn't appropriate in the workplace. To accept an answer (especially if it changes how things are done), employees will want to know the underlying reason for the rule.
Doesn't enforce a policy
Most questions involving company policies should be addressed to a supervisor. Whether the matter relates to wearing personal protective equipment or filling out a timesheet, supervisors need to have the answers. In some cases, however, supervisors will give the wrong answers or will create a work environment that discourages questions. For example, if a supervisor is not enforcing OSHA safety rules, employees are more likely to violate them. Moreover, if a safety rule hasn't been previously enforced, how likely are employees to even ask about the rule?
Consistently enforcing things like dress codes, safety rules, and other policies is an enormous part of communication. The silence from lack of enforcement (or lack of communication) speaks volumes about the supervisor's relationship with employees - and by extension the organization's relationship with employees, since supervisors are the face of the company to most employees.
Once again, the supervisor should explain why the rule has to be enforced. The supervisor will not be able to sound convincing if he or she hasn't been enforcing the rule. This can also have greater consequences if employees start to think that if “the boss” doesn't have to follow the company rules, why should they have to do so?
Doesn't respond appropriately
An inappropriate response could range from not giving an answer to something like, “Don't bother me with these questions.” Essentially, any response other than a helpful answer may be inappropriate. Such responses are likely to cause a breakdown in communication by discouraging questions in the future. If something goes wrong in the future, the employee will likely receive the blame, and might even be told that he or she should have asked for guidance. But if the supervisor's responses have not been helpful, who should really be to blame?
Any of these responses put up barriers to communication between the company and its employees. This highlights the importance of choosing the right supervisors and training them on the importance of ensuring positive employee relations. They must understand that their role is to provide leadership and to maximize productivity while acting as a representative of the company's best interests (which should align with their own best interests). They should understand the consequences of failing to communicate; the negative effects on employees could affect turnover, morale, and productivity. None of this is in the company's best interests, and if supervisors are held accountable for positive employee relations, a failure to advance the company's interests should have an impact on the supervisor's career as well.