Communications Audits for qualitative measure

Conducting a communication audit proves that shaping at organization communication practices is put in into view by outlining the different type of assessments that will find the most efficient approaches in tracking HR systems. In the book HR from Outside In, Chapter 7 talks about who is an innovator or integrator on which high-performing teams are involved with a clear purpose and accountability. The Ins and Outs of a Communications Audit takes a look at how the qualities can improve by methods of interview, surveys, focus groups, observation etc. whichever is conducive to organization standards. Our company in the retail banking depends on surveys as a source capturing data from an audience reliant on email and/or intranet for communication purposes. The main purpose of a communications audit is to analyze the internal communication process based on best practice and systematic construct perspective, an essential method to bring plus value in communication problems. (Popescu & Crenicean, 2016). Having a measurable qualitative and specific understanding of how communications work from inside and outside an organization supports the direction in leadership in HR and line managers.


Managers working with HR

From a manager's perspective, establishing a clear communications audit wrings out the cons in particular to operations and putting forward the pros to building internal leadership stance. Driving performance is set by a leadership code according to the book HR from Outside in, that effective leadership plays as the strategist, executor, a talent manager or a developer of human resources. The direct relationship with HR help improve elements in frontline operations by identifying the best positions for a need of planning. A transformational leader, on the step up, impacts the follower performance by elicit extra-role behaviors of charisma, inspirational motivation,  intellectual stimulation,  individualized coaching and mentoring that stems from the branding of the type of leadership adopted (Morhart, Herzog & Tomczak, 2011). The ongoing learning of managers working with HR produces acceleration in team development with stronger innovations in communications.





Reference:

Morhart, F. M., Herzog, W., & Tomczak, T. (2011). Turning employees into brand champions: LEADERSHIP STYLE MAKES A DIFFERENCE. GfK Marketing Intelligence Review, 3(2), 34-43,64. Retrieved from https://search-proquest-com.prx-necb.lirn.net/docview/912503695?accountid=33575

The article that goes into detail the influence of "transactional leaders" in leadership branding to frontline employees. The influence and styles of leaders are compared to different styles that implicate productivity in management.



Popescu, M., & Crenicean, L. (2016). Organizational communication audit - plus value in business. Calitatea, 17, 173-181. Retrieved from https://search-proquest-com.prx-necb.lirn.net/docview/1807743890?accountid=33575

Defines personal and professional development through organization communications audits. Identifying the plus value in a business is the premise of the article with communications of internal and external aspects researched.