Communication Strategy And Grievance Procedure For JKL Industries

Overview of JKL Industries

An Australian based company that deals with the sales of forklifts, small trucks and spare parts to the industry. They also lease forklifts and small trucks. The headquarters are located at Sydney and has various branches in Brisbane, Melbourne, Perth, Adelaide, and Canberra. It has been operating for 12 years.  In the 12 years of business operations, there has been growth in the sales of the forklift and trucks at an average rate of 10% per annum. 

Save Time On Research and Writing
Hire a Pro to Write You a 100% Plagiarism-Free Paper.
Get My Paper

There has been a decline in the rental market in the past three years which can be associated with a reduced cost of the vehicles and benefits of taxation to the industries purchasing the vehicles.  The company has negotiated sales rights for the medium and large trucks which will be supplied from overseas. 

The negotiation means that there is going to be changed in the organization. The change will include the restructuring of the organizational structure. It will thus exit the rental market and give themselves to concentrate on the retail sales and services. The company also intends to recruit from within the organization, but they might face a challenge due to their history of the employee’s grievances over pay and conditions and also the plan to restructure.

The company also have a goal of building and maintaining a positive organizational culture, while also reducing risks. The objective has led the company to think of various solutions that will enhance the communication within it while also considering its goals. There is a need for the development of communication and consultation within the organization as an internal review uncovered some serious issues as according to Schultz, Slevin, and Pinto, J.K., 1987

The Role of Communication Consultant.

Save Time On Research and Writing
Hire a Pro to Write You a 100% Plagiarism-Free Paper.
Get My Paper

As a communication consultant for the company, am supposed to revise the strategies and processes that manage the communication and information flow in and update them as required.  The strategies and the processes should address the issues being faced. The branding of the company should also be a description of the communication consultancy that is to be offered. Writing up of the content that will be used for the internal and external communication.  As the communication consultant am tasked with building a positive reputation of the company through the creation of external communication strategies.

Draft Communication Strategy.

Communication Objectives.

The communication objectives include:

  • Developing a policy that will enable the management of the internal affairs, communication, and consultation. The policy should be by the objectives, business ethics, and compliance requirements. 
  • Managing the data movement to deliver the managers and staffs with the information required to carry out their duties responsibly.
  • Develop the top-bottom and bottom-up communication strategy that will help improve sharing the ideas for the improvement of the organization.  It will also enhance transfer of feedback to and from personnel and management on work enactment and discussion as concluded by Winicki, 1972.

Audiences: The audiences for the communication strategy will include the senior organizational management and the employees. The Communication between the two audiences will ensure that the objectives of the organization are achieved as observed by Mee, Clewes, Phillips, and Read, 2004.

The Challenge: Restructuring and Employee Grievances

Method of Communication:  The managers can write down their instruction to the employees through an internal memo. The employees may decide to write a letter to the management, or they can start from the lowest level and pass the information to their supervisors orally. On the other hand, the senior managers may decide to give the message to the employees orally through the use of supervisor or directly as noted by Roper, 2005.  

Provision to facilitate bottom-up communication:  there are various provision that the company can offer to enhance the communication. Due to the relationship between the employees and the management, there should be a consultation on the re-training of the employees as Dolphin, 2005 comments. Dolphin, R.R., 2005 As according to Lautrette, Darmon, Megarbane, Joly, Chevret, Adrie, Barnoud, Bleichner, Bruel, Choukroun, and Curtis, 2007 the workers should be provided with a platform that allows them to inquire about their chance for retraining.

On the other hand, the management should be able to provide guidelines on the selection for re-training.  Another instance is consultation on the payment method and pays rise. In the scenario, the employees should be given a chance to meet up with the management and air their view on the payment (Kessler, Undy, and Heron, 2004). The management should them discuss with them and try to convince them of what they are doing to deal with the issues. The employees need assurance, and the availability of the management will help enhance their relationship as by Bryson, and Alston, 2010.

Grievance Procedure.


JKL industries aim to ensure that employees with the grievance in any issue concerning the company can go through some steps to help resolve the issue/s as soon as possible

Informal Discussions.

Bemmels, and Foley, 1996. Advocates the view that the first step will involve the employee discussing the grievance with the immediate supervisor informally. The supervisor may solve the problem, and in case he/she is not able to then the next step can be taken.

Process 1-Statement of grievance.

The stage will involve writing down the issue and then take it to the abrupt supervisor.

Process 2 –the meeting.

Within a period five working days, the overseer should answer to the issue, in writing, and invite the worker to attend a meeting where the complaint will be discussed. The meeting should take place within the next five working days.

The employees should and must avail for the meeting. In case, for any unforeseen cause the worker, can’t attend, the meeting must be reorganized. If the employee acquaintance is incapable of attending the meeting, the employee should and must make contact within three days of the date to the meeting to organize an alternate date which should fall within three working of the first date provided. The time limit may be prolonged on mutual understanding.

Role of Communication Consultant

Afterward, the overseer should write to the worker notifying them about any verdict made and also proposing the right to appeal. The letter should be sent within five working days after the meeting. It should contain details about appealing as emphasized by Feuille, 1992

Step 3- appeal.

 In case the issue is not decided, the employee should write an appeal letter within five working days after the recipient of the decision letter. Within five working days, the employee should be invited into a meeting which will involve a senior supervisor than the one involved previously. After the meeting, the senior supervisor should put into writing and inform the employee about the final decision made within five working days of the meeting. The decision made after the meeting should be final.

2.0 AT3: Questions.

2.1 Question 1.

The law forbids any form of discrimination mostly religious when it comes to aspects such as hiring, pay, job assignments, promotions, training, fringe benefits, and team building activities. The organization similarly do not allow discrimination and works to enhance a motivated team. Secondly, an employee should not be forced to participate or not to participate in any religious activities that he/she wishes to participate. According to the Equal Employment Opportunity Commission religious discrimination on any ground should not be allowed in any ground or due to any reason. Everybody is entitled to the right to religion.

Several policies will help to promote the cultural diversity, ethical and relationship building within an organization. The JKL industries have invested in diversity training, providing orientation to the employees on the different cultural diversity and is also setting up team building activities, e.g., the Christmas celebrations to enhance the relationship between the employees. In addition to this, the JKL is working tirelessly to create an empowered atmosphere. It targets this by involving diverse skills set in the working environment while also encouraging the employees to work as a team. The company is also enhancing the communication with its employees and communication within them too.

When approaching the team involved in the planning of the celebrations, I would first inquire about the plans. And they would want to know how the non-Christians are catered for and involved in the planning. I would suggest that they should be engaged as a way of keeping the team together. Also, I would argue that although they are not Christians, they should be allowed to be part of the group as they would offer a lot of help in planning and thus leaving the Christians to celebrate without worrying about too much planning.

Draft Communication Strategy

2.2 question 2.

The team that is entitled to the task will argue that the nation- Christians are not supposed to celebrate the Christmas. They will thus be hostile and hard to convince that they should be allowed to take part in the celebrations.  The best way to approach this team would casually approach while still maintaining a high level of professionalism for them to take the meeting seriously. I would then take them the company policies about religious belief and team building activities.

            Afterward, I would try to be persuasive that I hold the interest of all the parties and that my main aim would be the building and motivate the team.  I would try to be as casual in my communication style so as they can see that we are sailing on the same wavelength. The communication would be ideal as I had used it when I was introduced as the new manager, and it helped forge a good relationship with the employees. I would use it with hopes of attaining the same result as before. 

2.3 Question 3.

Networking in an organization is essential for the organization growth and achievement of goals. Both the internal and external networking is important. Networking thus adds positivity to an organization by strengthening the relationship in the organization. The internal relationship with the employees will lead to better production while a good relationship with the customer will create a good image of the organization. Having a good relationship with supplies ensures that the deliveries will be on time and a high-quality product will be supplied to your organization.

There is also the sharing of fresh ideas. A network is an excellent source of new ideas. The exchange of information on the various issue will give rise to an idea.  Also, the good relationship with your employees builds there confidence and thus better output. The network ensures that every employee associates with each other and thus by doing so earning valuable social skills and self- confidence.  Associating with the customers and supplies help you view things in their perspective. In doing so, you can serve them better and even can tell what they need from your product even before they tell and thus you maintain a competitive advantage.

The preferred type of networking that I would involve myself would be a strong contact network. The network allows me to be in contact with all the parties I network with at any time. I do choose it as it offers strong opportunities for the organization and also the employees, customers, and supplies.

Before I was promoted to the manager here, I used to work as an assistant manager in Perth branch. When working there with the manager and I started a working network. We started by creating a network between the employee and the management. It worked very well in achieving our goal of being the best branch of JKL industries. To achieve that goal we developed a good relationship with customers which saw the sales increase in sales of 20% the highest in all the branches and also the headquarters.

2.4 Question 4.

Networking Plan.

Networking activity           



Description/rationale for networking activity

Professional Association meetings.

Sam and Alex

January 5th,

March 21st,

This meeting is meant to help the participant with the skills that are required to associate with people professionally. It also equips them with knowledge of the international accepted professional etiquette and behavior toward your customers and clients.

Talking to the customers in the community.

Sam & Alex

Feb 19th

March 10th

The activity is organized by the company with the aim of acquiring information from its customers. Involving Sam will ensure that he learns from the customers their needs and how they would like the prices to be handled.

As for Alex, it will ensure that he understands the view of customers on a good deal.

Workers support Forum attendance.


March 1st,

January 16th

The forum is meant to create networking between the employees of the company. The forum contains various activity that will enhance the socializing of the employees and thus creating a network between them.

Customer relation training.

Sam & Alex

March 15th, February 5th, March 23rd

 The activity is meant to provide knowledge on the various types of customers and how to handle them. The customer forum is meant to equip every participant with interpersonal skills.

AT 4: Role Play.








Resources if


Meeting with the manager (rental)

HR Business Partner (you)

The first process is listening to the manager side of view on the grievance that is at hand. After listening to him and taking into consideration various aspects that are in play, I would look for the best way to respond to him/her and advice on the issue. I would then get to work in collaboration with the rental manager to be able to provide a viable solution.

When listening to the manager, I should be able to try and understand the facts and also the feeling that is involved in the grievances


Meeting with the employees.

HR Business partner and rental Manager.

The first thing would be listening to the employees. After listening, I would take into consideration the information from both the manager and the employees. From the comparison, I would be able to point out facts about the grievances and would be easier to establish the point of conflict between the two parties.

As the aim of the meeting is to find the solution, I would go first with the negotiation of the terms that have been set. I would work as an intermediary between the two groups without choosing sides. The term should then be discussed until a solution that befits the two parties while also ensuring that risk is reduced and the goals and the culture of the organization are upheld. This would mean that I would be working on reducing the suspicion among the employees and the management.


Decision Making


HR Business partner and rental Manager.

The last step would involve the making of the decision on the grievances.

When making the decision, I would consider the setup policy of the business that is meant to confirm that the aim of the business is attained.  The action that is stipulated in the companies’ rules and is meant to reduce conflict should be considered. In this stage, the manager should have understood the grievance and should be able to make a decision that will be both useful to the company and the employees.



Schultz, R.L., Slevin, D.P. and Pinto, J.K., 1987. Strategy and tactics in a process model of project implementation. Interfaces, 17(3), pp.34-46

Lautrette, A., Darmon, M., Megarbane, B., Joly, L.M., Chevret, S., Adrie, C., Barnoud, D., Bleichner, G., Bruel, C., Choukroun, G. and Curtis, J.R., 2007. A communication strategy and brochure for relatives of patients dying in the ICU. New England Journal of Medicine, 356(5), pp.469-478.

Kessler, I., Undy, R. and Heron, P., 2004. Employee perspectives on communication and consultation: findings from a cross-national survey. The International Journal of Human Resource Management, 15(3), pp.512-532.

Roper, J., 2005. Symmetrical communication: Excellent public relations or a strategy for hegemony? Journal of Public Relations Research, 17(1), pp.69-86.

Winicki, S.A., 1972. The case conference as a consultation strategy. Psychology in the Schools, 9(1), pp.21-24.

Mee, N., Clewes, D., Phillips, P.S. and Read, A.D., 2004. Effective implementation of a marketing communications strategy for kerbside recycling: a case study from Rushcliffe, UK. Resources, Conservation and Recycling, 42(1), pp.1-26.

Dolphin, R.R., 2005. Internal communications: Today’s strategic imperative. Journal of marketing communications, 11(3), pp.171-190.

Bryson, J.M. and Alston, F.K., 2010. Creating and implementing your strategic plan: A workbook for public and nonprofit organizations (Vol. 1). John Wiley & Sons.

Bemmels, B. and Foley, J.R., 1996. Grievance procedure research: A review and theoretical recommendations. Journal of Management, 22(3), pp.359-384.

Feuille, P., 1992. Why does grievance mediation resolve grievances?. Negotiation Journal, 8(2), pp.131-145.