Rank: Super forum user 
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Scenario:-
Large social landlord (17,000+ dwellings), internal maintenance team as part of the wider Housing team consisting of around 600 staff. Complaints that communication is poor despite regular (monthly) team briefs, internal newsletters, noticeboards, email bulletins, staff conference, etc. Difficulties with large number of staff not having access to a computer and working in various locations.
Has anyone got any examples of a good system of communication which minimised the regular complaints or allegations that "they weren't told"
Thanks in advance.
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Rank: Super forum user 
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Go and talk to the nice lady who runs your monthly payroll. Buy her a box of choccies, then get her to attach your short note to everyones' payslip.
Job done
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Rank: Super forum user 
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Communication is about both telling and listening. Is the real issue that they feel they haven't been told things or that they feel no one wants to listen to them?
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Rank: Super forum user 
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Ian.Blenkharn wrote:Go and talk to the nice lady who runs your monthly payroll. Buy her a box of choccies, then get her to attach your short note to everyones' payslip.
Job done Those days are long gone. Our payroll is done by a separate company in Cheltenham- they are choccy proof and we don't get paper payslips just a notifying email.
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Rank: Super forum user 
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The only way to get away from the, I wasn't told brigade is to have them sign to say that they have recieved and understood. We are just going through something similar although all our staff are on one site.
Can you not give the information, instruction etc. to area managers who are then responsible for ensuring that the workforce are informed and sign, they will obviously pass it down to someone else but I have put on the bottom that it requires the senior managers signature before it comes back to me. After all I always tell them it is their responsiblity.
Nothing great but seems to be working ish, here.
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Rank: Forum user
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Ataching information to pay roll is a good way to go.
We do this in our organisation, also a social landlord but not as large as your organisation.
I have also implemented "staff participation into health and safety", where all employees are encouraged to discuss health and safety at local level, with concerns then either taken to the line manager/foremen to be filtered up or directly to the H&S department. Health and safety has also been added as a standard agenda item to all team meetings with myself then attending some of these meetings. All information that is passed through team meetings or directly to employees then involves a sign off by the employees to confirm receipt and understanding.
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Rank: Super forum user
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The question illustrates problems of shared social identity.
You can find several examples of patient, thoughtful solutions in 'either of these:
1. The Social Cure. Identity, Health and Well-Being', edited by Jolanda Jetten, Catherine Haslam and S Alexander Haslam, Psychology Press. 2012.
2. Rediscovering Social Identity. edited by Tom Postnes and Nancy Branscombe, Psychology Press. 2010
Don't look them up if you're looking for a cheap, quick fix,
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