Face-to-face team meetings are the "most effective" form of communication

Face-to-face team meetings are the most effective method of communication, according to 90% of organisations surveyed by the Industrial Society1. In the latest report in the Managing best practice series, 693 personnel and HR specialists were questioned on the use of team meetings at their organisation. The results are complemented by six case studies, including the Inland Revenue, Direct Line and Cable & Wireless.

The most common reason for holding team meetings, mentioned by 90% of respondents, is to keep employees informed at a local level. Other uses include to keep employees informed at a corporate level (79%), to involve employees (69%) and as a means of listening to employee concerns (57%). Feedback from team meetings was identified by 75% of respondents as the most effective method of listening to employees, followed by walking the job (60%) and feedback from appraisal (38%).

In the majority of organisations, team briefings are organised formally. Over half (55%) say there are clear roles and responsibilities in place for line managers, and 48% have standards for the timing of meetings. However, almost half (47%) of organisations do not provide any training for team briefers. Four in 10 (40%) trained briefers when the system was introduced, and one in 10 (10%) provide training for team members. Refresher training for briefers is available in only 14% of organisations.

The effectiveness of team meetings is monitored by three-quarters of the surveyed organisations. The most popular methods are monitoring feedback to ensure meetings happen (37%), the top team reviewing team briefings on a regular basis (32%) and senior managers occasionally sitting in on the briefings (31%).

Overall, nearly two-thirds (62%) of respondents either "strongly agree" or "agree" that team communication in their organisation is effective. By contrast, 16% disagree with this statement and 22% are not sure or don't know.

For organisations new to team communications, the report provides a few guidelines:

  • design a system that fits your organisation;

  • train briefers in the skills, knowledge and attitudes for effective communication;

  • ensure senior management input into the core brief as well as support for the process; and

  • ensure that any feedback received is formally organised in terms of accountabilities, response methods and timing.

    1"Team communications", the Industrial Society, Robert Hyde House, 48 Bryanston Square, London W1H 7LN, tel: 0870 400 1000, price £60.