CHC52015 Diploma of Community Services
Student Guide – CHCCOM003 Develop workplace communication strategies
Page 18 of 43
V1.0: May 2021, Approved: QAC
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
CHCCOM003
DEVELOP WORKPLACE
COMMUNICATION STRATEGIES
Student Guide
CHC52015 Diploma of Community Services
Student Guide – CHCCOM003 Develop workplace communication strategies
Page 2 of 43
V1.0: May 2021, Approved: QAC
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
Contents
Contents 2
Overview 3
Content 4
Learning outcomes 5
Develop communication strategies 6
Establish communication protocols 19
Promote the use of communication strategies 33
Review communication practices 40
Review and assessment 43
CHC52015 Diploma of Community Services
Student Guide – CHCCOM003 Develop workplace communication strategies
Page 3 of 43
V1.0: May 2021, Approved: QAC
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
Overview
The Student Guide should be used in conjunction with the recommended reading and
any further course notes or activities given by the traine
assessor.
Topics Content
Topic 1: Develop communication
strategies
Identifying stakeholder needs
Identifying conflicts of interests
Developing communication strategies
to meet organisational goals
Develop a communication plan
Topic 2: Establish communication
protocols
Adapt communication strategies to
suit a range of contexts
Develop communication protocols in
line with strategies
Support the implementation of
communication protocols with
information
Topic 3: Promote the use of
communication strategies
Presenting communication strategies,
protocols and standards to staff
Modelling effective oral and written
communication and mentoring staff
Maintaining work-related networks
and relationships to meet goals
Topic 4: Review communication practices Assess communication outcomes by
obtaining feedback
Identifying opportunities for continuous
improvement
Unit review and assessment tasks
CHC52015 Diploma of Community Services
Student Guide – CHCCOM003 Develop workplace communication strategies
Page 4 of 43
V1.0: May 2021, Approved: QAC
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
Content
The Student Guide includes:
topics for the unit
activities
links to websites containing relevant information (if the links are
oken, copy and
paste into a web
owser).
Activit ies
The traine
assessor will provide a simulated work environment therefore, the activities
provided in the Student Guide:
reflect real life work tasks
are performed to industry safety requirements as relevant
use authentic workplace documentation
require you to work with others as part of a team
require you to plan and prioritise competing work tasks
involve the use of standard, workplace equipment such as computers and software
take into consideration workplace constraints such as time and budgets
will either be self-directed or ca
ied out as part of group or team work
require you to read through the activity carefully and ask the traine
assessor for
guidance if needed
will have time allocated for completing the activity, along with time for class
discussion and feedback
Some activities may require you to submit work to the traine
assessor for feedback. Where
this is the case it will be indicated at the bottom of the activity.
Video clips
If presented in class, take part in any class discussions, providing feedback and
contributing to debate and arguments.
If directed to watch the video as part of self-study, or independently in class, take
notes so contributions to any future class discussions can be made.
CHC52015 Diploma of Community Services
Student Guide – CHCCOM003 Develop workplace communication strategies
Page 5 of 43
V1.0: May 2021, Approved: QAC
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
Roleplays
The traine
assessor will direct class roleplays.
When undertaking these activities ensure that you understand the purpose of the roleplay
and take part as if you are in a professional situation to provide your fellow classmates with
a true-to-life experience. Roleplays rely on your ability to act in a manner that imitates real-
life situations and can provide you with depth of understanding and practical skills.
Learning outcomes
By the end of this unit, you will have the skills and knowledge required to develop
communication protocols for a team or business unit.
This unit applies to workers responsible for overseeing the communication of organisation-
specific information to a range of internal and external stakeholders.
The skills in this unit must be applied in accordance with Commonwealth and
State/Te
itory legislation, Australian/New Zealand standards and industry codes of
practice. Outcomes include:
developing communication strategies
establishing communication protocols
promoting the use of communication strategies
reviewing communication practices.
CHC52015 Diploma of Community Services
Student Guide – CHCCOM003 Develop workplace communication strategies
Page 6 of 43
V1.0: May 2021, Approved: QAC
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
Develop communication
strategies
Identifying stakeholder needs
Communication is a vital part of life! This unit is all about developing workplace
communication strategies so communication can be more effective.
Stakeholders are people and groups affected by, or who perceive themselves to be
affected by, the operations of an organisation. The stakeholders you might want to
include in a workplace communications plan can be internal or external stakeholders – or
a mixture of both. Internal stakeholders are directors, managers, supervisors, employees,
and others who are working within the organisation while external stakeholders are
considered to be customers, clients, suppliers, donors, the community and the wider
society.
Communicating and consulting with internal and external stakeholders is an on-going
process. Internal stakeholders need information to help them manage projects, plan
activities, and make required adjustments to ongoing activities. This means that they need
frequent and easily digestible quantitative and qualitative information. External
stakeholders need information to perform periodic monitoring of project results in order to
hold projects accountable for promised results. They tend to require less frequent, but
more formal and more rigorous (often largely quantitative) information.
Organisations must have consultative processes in place that enable feedback and input,
and strategies that meet stakeholder needs. It is important to keep in mind that
consultation is about informed discussion and decisions should always be based upon
factual information, knowledge and experience.
Once you know what is important to your stakeholders, you can set priorities and begin
developing a communications strategy and its associated protocols.
As a community services organisation, you will need to determine the following:
Who are my stakeholders? What is my cu
ent relationship with each one?
What information needs to be communicated to each stakeholder?
How can the organisation meet the needs of its stakeholders?
Is information effectively communicated to internal and external clients?
1
CHC52015 Diploma of Community Services
Student Guide – CHCCOM003 Develop workplace communication strategies
Page 7 of 43
V1.0: May 2021, Approved: QAC
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
How often should information be communicated to each of the stakeholders?
Does the organisation need to review its communication practices?
Watch
What are stakeholder communications? (02:00)
https:
youtu.be/SDn3BDnRZTw
Brainstorm the following:
Potential stakeholders in your cu
ent or future workplace.
What types of information will these stakeholders need?
The traine
assessor will facilitate a class discussion about the outcomes of the
video.
MYLLUMBY & DISTRICT NEIGHBOURHOOD CENTRE INC.
Myllumby & District Neighbourhood Centre Inc. is a not-for-profit, incorporated
community organisation providing a variety of community welfare services to
people in the locality of Myllumby and su
ounding districts, including food
assistance (soup kitchen), women’s resource service, mental health nurse, parent
support, financial counselling and disability support services.
The Myllumby Neighbourhood Centre Inc. receives financial assistance from
Federal and State Government as well as funding from our supporters within the
local business community.
They are always happy to receive sponsorship or donations.
The Myllumby Neighbourhood Centre Inc. have employees, support workers and
committee members consisting of a dedicated group of volunteers who give
unselfishly of their time and expertise.
https:
youtu.be/SDn3BDnRZTw
CHC52015 Diploma of Community Services
Student Guide – CHCCOM003 Develop workplace communication strategies
Page 8 of 43
V1.0: May 2021, Approved: QAC
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
Act iv i ty
Assume you are an employee of Myllumby Neighbourhood Centre Inc. and it is
your responsibility to oversee communications to the stakeholders.
Identify the internal and external stakeholders.
What are the different types of information that would need to be
communicated to these stakeholders on a regular basis?
Consider the different ways in which you might communicate to the
different stakeholders, for example: social media, memos, face-to-face, etc.
Discuss your responses in a class discussion facilitated by your traine
assessor.
CHC52015 Diploma of Community Services
Student Guide – CHCCOM003 Develop workplace communication strategies
Page 9 of 43
V1.0: May 2021, Approved: QAC
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
Identifying conflicts of interests
What is a confl ict of interests?
A conflict of interest occurs when a person has a duty to more than one party and cannot
manage the opposing interests of the parties. Simply put, a conflict of interest refers to a
conflict between someone's private interest and their official duty.
Community workers are obligated to take reasonable steps to avoid conflicts of interest.
Sometimes conflicts arise between the worker's professional obligation to a client – the
client's right to confidentiality, for example – and the community worker's own personal
values, their concern for the client's well-being or their duty to the community. These
conflicts can arise between colleagues or other support agencies.
Conflict of interest may include any activity that interferes with your ability to perform
your work role in a professional manner.
Giving special treatment to friends or relatives or accepting
ibes, gifts or favours for
services performed.
Misusing official information.