COMPETENCY - BASED LEARNING MATERIALS

Sector:
HEALTH, SOCIAL, AND OTHER COMMUNITY
DEVELOPMENT SERVICES SECTOR

Qualification: BOOKKEEPING NC III

Unit of Competency: Lead Workplace Communication
Module Title: Leading Workplace Communication
Institution:
IMUS COMPUTER COLLEGE INC.

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HOW TO USE THIS COMPETENCY-BASED LEARNING
MATERIAL

Welcome!

The unit of competency, “Lead Workplace Communication”, contains the knowledge,

skills and attitude required for leading workplace communication. It is one of the BASIC
competencies of BOOKKEPPING NC III.

The module, Leading Workplace Communication, contains training materials and

activities related to communicating information about workplace processes, leading
workplace discussions, and identifying and communicating issues arising in the
workplace for you to complete.

In this module, you are required to go through a series of learning activities in order to
complete each learning outcome. In each learning outcome are Information Sheets, Self-
Checks, Task Sheets and Job Sheets. Follow and perform the activities on your own. If
you have you have questions, do not hesitate to ask for assistance from your facilitator.

Remember to:

● Read information sheets and complete the self-checks. Suggested references are
included to supplement the materials provided in this module.

● Perform the Task Sheets and Job Sheets until you are confident that your outputs
conform to the Performance Criteria Checklist that follows the sheets.

● Submit outputs of the Task Sheets to your facilitator for evaluation and recording
in the Accomplishment Chart. Outputs shall serve as your portfolio during the
Institutional Competency Evaluation. When you feel confident that you have had
sufficient practice, ask your trainer to evaluate you. The results of your
assessment will be recorded in your Progress Chart and Accomplishment
Chart.

A Certificate of Achievement will be awarded to you after passing the evaluation.

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LIST OF COMPETENCIES

N Unit of Competency Module Title Code

o
.
Lead Workplace Leading Workplace
1 5003111
Communication Communication
09

2 Lead Small Team Leading Small Team 50031111

0
Develop and Practice Developing and Practicing
3 50031111
Negotiation Skills Negotiation Skills
1
Identifying/Determining
Solve Problems Related
4 Fundamental Cause 50031111
to Work Activities
of Problem 2
Use Mathematical Using Mathematical
5 50031111
Concepts and Concepts and Techniques
3
Techniques

6 Use Relevant Using Relevant Technologies 50031111

Technologies 4

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SUMMARY OF LEARNING OUTCOMES

QUALIFICATION : BOOKKEEPING NC III

UNIT OF COMPETENCY : Lead Workplace Communication

MODULE TITLE : Leading Workplace Communication

MODULE DESCRIPTOR : This module covers the knowledge, skills and attitudes
required to lead in the dissemination and discussion of ideas, information and issues in
the workplace

NOMINAL DURATION : 10 hours

LEARNING OUTCOMES: Upon completion of this module the students/trainees will be

able to:

LO1. Communicate information about workplace processes

LO2.Lead workplace discussions

LO3.Identify and communicate issues arising in the workplace

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DETAILS OF LEARNING OUTCOME

LEARNING OUTCOME1 Communicate information about workplace

processes

CONTENTS:
● Organize information
● Understand and convey intend meaning
● Participate in variety of workplace discussions
● Comply with organization requirements for the use of written & electronic
communication methods
ASSESSMENT CRITERIA:
1. Dealt with a range of communication / information at one time
2. Made constructive contributions in workplace issues
3. Sought workplace issues effectively
4. Responded to workplace issues promptly
5. Presented information clearly and effectively written form
6. Use appropriate sources of information
7. Asked appropriate questions
8. Provided accurate information
CONDITIONS:(Tools, equipment, s/m, references/materials)
The students/trainees must be provided with the following:
● CBLM
● Paper
● Learning Materials
● Pencil
● Eraser
METHODOLOGIES:
● Self-paced/modular
● Demonstration/ Discussion
● Role play
● Brainstorming

ASSESSMENT METHODS:
● Written test
● Direct Observation
● Interview

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LEARNING EXPERIENCE
LEARNING OUTCOME 1: Communicate Information About Workplace Processes

Learning Activities Special Instructions

1. Read Information Sheet No. 1.1-1 on You may clarify with the
Communicating Information about facilitator if you have
Workplace Processes concerns on the lesson.

2. Answer Self Check No. 1.1-1 Compare answers with

Answer Key No. 1.1-1

You must answer all

questions correctly before
proceeding to the next
activity.
3. Perform the Task Sheet No. 1.1-1 on Utilizing Evaluate your performance
techniques for effective workplace using Performance Criteria
communication Check List No. 1.1-1

Your performance will also be

evaluated by your trainer
using the same Performance
Criteria Checklist

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INFORMATION SHEET: 1.1-1
COMMUNICATING INFORMATION ABOUT WORKPLACE PROCESSES

LEARNING OBJECTIVE/S:

After reading this information sheet, you should be able to:

✔ Explain the importance of communication skills in the workplace
✔ Identify the tools and methods used in workplace communication
✔ Utilize questioning techniques for effective workplace communication

Communication Skills

The ability to communicate effectively with superiors, colleagues, and staff is essential,
no matter what industry you work in. Workers in the digital age must know how to
effectively convey and receive messages in person as well as via phone, email, and social
media.

These communication skills will help you get hired, land promotions, and be a success
throughout your career.

To have good communication skills, you have to develop the following skills:

a. Listening

Being a good listener is one of the best ways to be a good communicator. No one
likes communicating with someone who cares only about putting in her two
cents and does not take the time to listen to the other person. If you're not a good
listener, it's going to be hard to comprehend what you're being asked to do.

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Take the time to practice active listening. Active listening involves paying close
attention to what the other person is saying, asking clarifying questions, and
rephrasing what the person says to ensure understanding ("So, what you're
saying is…"). Through active listening, you can better understand what the other
person is trying to say, and can respond appropriately.

b. Nonverbal Communication

Your body language, eye contact, hand gestures, and tone of voice all color the
message you are trying to convey. Eye contact is also important; you want to
look the person in the eye to demonstrate that you are focused on them and the
conversation.

Also, pay attention to other people's nonverbal signals while you are talking.
Often, nonverbal cues convey how a person is really feeling. For example, if the
person is not looking you in the eye, he or she might be uncomfortable or hiding
the truth.

c. Clarity and Concision

Good verbal communication means saying just enough—don’t talk too much or
too little. Try to convey your message in as few words as possible. Say what you
want clearly and directly, whether you're speaking to someone in person, on the
phone, or via email. If you ramble on, your listener will either tune you out or
will be unsure of exactly what you want.

d. Friendliness

Through a friendly tone, a personal question, or simply a smile, you will

encourage your co-workers to engage in open and honest communication with
you. It's important to be polite in all your workplace communications.

e. Confidence

It is important to be confident in your interactions with others. Confidence

shows your co-workers that you believe in what you’re saying and will follow
through.

f. Empathy

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Using phrases as simple as "I understand where you are coming from"
demonstrate that you have been listening to the other person and respect their
opinions. Active listening can help you tune in to what your conversational
partner is thinking and feeling, which will, in turn, make it easier to display
empathy.

g. Open-mindedness

A good communicator should enter into any conversation with a flexible, open
mind. Be open to listening to and understanding the other person's point of view,
rather than simply getting your message across.

h. Respect

People will be more open to communicating with you if you convey respect for
them and their ideas. Simple actions like using a person's name, making eye
contact, and actively listening when a person speaks will make the person feel
appreciated. On the phone, avoid distractions and stay focused on the
conversation.

i. Feedback

Being able to give and receive feedback appropriately is an important

communication skill. Managers and supervisors should continuously look for
ways to provide employees with constructive feedback, be it through email,
phone calls, or weekly status updates.

Similarly, you should be able to accept and even encourage feedback from
others. Listen to the feedback you are given, ask clarifying questions if you are
unsure of the issue, and make efforts to implement the feedback.

j. Picking the Right Medium

An important communication skill is to simply know what form of

communication to use. For example, some serious conversations (layoffs,
resignation, changes in salary, etc.) are almost always best done in person.

You should also think about the person with whom you wish to speak, if they are
a very busy person (such as your boss, perhaps), you might want to convey your
message through email. People will appreciate your thoughtful means of
communication and will be more likely to respond positively to you.

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Methods of Communication

1. Verbal Communication

Verbal communication involves the usage of words while the delivery of the
intended message is being made. It can be one-on-one, over the phone or in
group settings, etc. it is a methods of effective communication that is personal
and has to be used more than only phone calls and emails whenever possible.
The medium of the message in case of verbal communication is oral. Simple
speaking is verbal communication.

2. Written Communication

Written communication cannot be avoided in the workplace. It is present

everywhere and consists of traditional paper and pen documents and letters,
text chats, emails, typed electronic documents, reports, SMS and anything else
that might be conveyed by the use of written symbols like language which
includes any documents that are a part of the day to day business life. Such
methods of communication are indispensable for any formal business
communication and also for the issue of legal instruments.

The methods of communication that mainly make use of written communication

consist of formal business proposals, press releases, memos, contracts,
brochures, handbooks and the like. How effective the written communication is
will depend on the style of writing, vocabulary, grammar along with clarity.
Written communication is most suitable in cases that require detailed
instructions, when something has to be documented or in situations where the
person is too far away to speak in person or over the phone.

3. Nonverbal Communication

Communication by sending as well as receiving wordless messages is a part of

nonverbal communication. Such messages are a vital part of any communication
and generally provide reinforcement to verbal communication. However, they
can also convey their own feelings and thoughts.

Physical Nonverbal Communication or the body language consists of body

posture, facial expressions, eye contact, gestures like a pointed finger, wave and
the like, touch, tone of voice, overall movements of the body and others.

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4. Visual Communication

Visual communication takes place through the help of visual aids like color,
illustration, graphic design, drawing, typography, signs and other electronic
resources.

Visual communication comprising charts and graphs generally reinforces written

methods of communication and in majority of the situations replaces written
communication completely.

Communication Tools

A wide variety of communication tools are used for external and internal
communication. These tools include:

a. Mail

Even with all the modern methods of communication, regular postal mail is still a
powerful tool for a business. It adds a personal touch, and is often used for
delivering secure documents and contracts and for delivering purchased items to
customers.

b. Email

Although you may already have a personal email that you use, having a business
email will be helpful in communicating with customers, vendors, and internal
teammates. Checking email on a daily basis is essential.

c. Telephones

The cornerstone of your business communication, both

external and internal, may be your telephone.There are many
types of telephones, and only you can decide which type is
right for you.

d. SMS Messaging and Texting

While not all mobile phones are smartphones capable of receiving videos and
pictures, nearly all mobile phones can receive SMS (short message service)
messages. These are texts of less than 160 characters that consist only of letters,

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numbers, and symbols. SMS messaging, and texting in general, is a powerful way
to communicate. SMS messaging and texting provide one-to-one communication.

e. Video and Web Conferencing

Video conferencing provides a way to have face-to-face meetings without the

expense of travel. It provides a more personal way to communicate both
externally with customers and partners and internally with team members or
employees who may work outside the office.

f. Social Networking Sites

A social network is an online community comprised of individuals or

organizations that are tied together by common interests. Internet-based social
networking occurs through a variety of website platforms that allow users with
similar interests to share content and interact online. Some popular social
networking sites include Facebook, Instagram, Twitter, LinkedIn, Pinterest,
YouTube, and many others.

Questioning Techniques

Questioning is a natural behavior and it starts from a

very early age when we are children and continues till
the end. We ask questions, simply because we need
answers. Questions are asked for various reasons in
various situations when one is searching for solutions,
answers, information, etc. They are basic tools that help
humans grow and develop.

Questioning skills help you gather more quality information, help you learn a lot by
questioning, helps others learn, helps build better relationships and helps to manage
problems and people effectively

There are many types of questions that can be used for questioning techniques. A few
basic ones that are important are listed below:

● Open Questions

Open questions ask for elaborate/explanatory answers and they begin with
what, why, how, describe, explain, where, which, when etc. It can be questions
asking someone to explain what happened at a situation or place, asking why it
happened, asking for details of an incident, history of some happenings,

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explanation about their circumstances, explanation of needs, thoughts about
something, ideas and feedback. Open questions help with a two way
conversation and builds up an interest in the conversation. Some examples are:

o What happened at the conference today?

o Could you please describe your needs and current circumstances?
o What do you think about this conclusion/discussion?
o Who were present at this incident?
o How did you arrive at this conclusion?

● Closed Questions

Closed questions have very short answers like “yes” or “no” or answers with a
word or two. They are usually asked to test if someone has understood certain
policies, procedures, rules, regulations, explanations, discussions, lectures etc.
Closed questions are also asked for agreements or disagreements, asking for
how they feel, to be specific, for affirmation, etc. It is best not to ask closed
questions when a conversation is going on smoothly as it can bring an end to the
conversation and you might get into the risk of losing required information.
Some of the words used in closed questions are, are, do, did, could, should etc.
Some examples of closed questions are:

o Will I get a response by tomorrow?

o Do we agree on this decision?
o Are you happy with the services that we provide?
o Which is your hometown?
o What do you do for a living?

● Funnel Questions

Just imagine the shape of a funnel while using these types of questions. A funnel
has a wide mouth and gradually narrows at the bottom. Similarly, you start with
a lot of general questions on a situation or incident and then narrow it down to
one point to arrive at a conclusion. This type of questioning technique is used by
investigators, researchers and detectives. In cases where investigations are
involved, these types of questions can be used to gather information and then to
narrow down to arrive at a decision. You can use a lot of closed questions at the
start and then widen on to asking open questions thereby making the people feel
comfortable answering your questions. An example can be:

o When was the call made?

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o Do you know the name of the person whom you spoke to?
o What sort of behavior did they exhibit?
o What was your call about?
o What questions did you ask?
o What was the response?
o Did they mention anything specific?
o Did they have a specific accent?
o How will you describe their approach?

● Probing Questions or Trigger Questions

Probing questions are used to gather more details and information. These are
asked to clarify doubts or misunderstandings. These questions will help you pull
out information from people who are hiding information or avoiding from telling
you something. Some examples are:

o What exactly is the current situation?

o Who exactly is requiring these details?
o When do you need these data by?
o How do you know that XYZ was involved?
o What is exactly this information needed for?
o Where exactly will you be using this?

● Leading Questions or Reflective Questions

Leading questions are used to lead the person whom you are talking to. This
leads the speaker to give you answers, while they know that you are giving them
a choice. One has to be careful not to be manipulative while using leading
questions. Some examples are:

o Well, I think this product looks more suitable for your needs, what do you
think?
o What would you prefer, A or B, as they both have similar features?

● Rhetorical Questions

Rhetorical questions are asked to keep people and audience engaged. It also
helps people think, be creative and come up with ideas. Some examples are:

o Isn’t this a fantastic offer?

o Isn’t this work perfect?

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o Don’t you like the way this package is set up?

● Clarifying Questions

Clarifying questions are used to verify information. Once the discussion or talk is
over, you finalize things to confirm if that was what was discussed.

o Just to confirm, you have taken land line unlimited broadband and
television package. Is that correct?
o Am I right in confirming that the delivery will be in 3 days’ time?
o Am I right in believing that you all understand that tomorrow is the last
day for submitting your paperwork?

References: https://www.thebalancecareers.com/communication-skills-list-
2063737 https://www.educba.com/different-methods-of-
communication/ https://www.scu.edu/mobi/business-courses/starting-
a-business/

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PERFORMANCE CRITERIA CHECKLIST 1.1-1
UTILIZING QUESTIONING TECHNIQUES FOR EFFECTIVE WORKPLACE
COMMUNICATION
CRITER YE NO
IA S

Is the script in accordance with the questioning techniques?

Is the number of question enough to gather the desired information?

Did you find a partner to perform the role playing activity?

Did the role play exceeded 5 minutes?

Instructor’s Signature :
Student’s Signature :
Date of Performance :

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DETAILS OF LEARNING OUTCOME

LEARNING OUTCOME2 Lead Workplace Discussions

CONTENTS:
● Method/Techniques of Discussion
● How to lead Discussion
● How to Solicit Response

ASSESSMENT CRITERIA:
1. Response to workplace issues are sought
2. Response to workplace issues are provided when sought
3. Constructive contributions are made to workplace discussion on such issues as
production, quality and safety
4. Goals and aims of actions under taken in the workplace are communicated

CONDITIONS:(Tools, equipment, s/m, references/materials)

The students/trainees must be provided with the following:
● CBLM
● Paper
● Learning Materials
● Pencil
● Eraser
METHODOLOGIES:
● Self-paced/
● modular
● Discussion
● Role play
● Brainstorming
ASSESSMENT METHODS:
● Written test
● Practical/performance test
● Interview

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LEARNING EXPERIENCE
LEARNING OUTCOME 2: Lead Workplace Discussion

Learning Activities Special Instructions

1. Read Information Sheet 1.2-1 on Leading You may clarify with the
Workplace Discussions facilitator if you have concerns
on the lesson

2. Answer Self Check No. 1.2-1 Compare answers with Answer

Key No. 1.2-1

You must answer all questions

correctly before proceeding to
the next activity.

3. Perform the Task Sheet No. 1.2-1 on Leading Evaluate your performance
Workplace Discussion using Performance Criteria
Check List No. 1.2-1

Your performance will also be

evaluated by your trainer using
the same Performance Criteria
Checklist

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INFORMATION SHEET 1.2-1
LEADING WORKPLACE DISCUSSIONS

LEARNING OBJECTIVES:
After reading this information sheet, you should be able to:
✔ List the methods/techniques of discussion
✔ Solicit response during discussions
✔ Lead group discussion

Group Discussion

Group discussions are a very important aspect of group communication. Group

discussions are a creative and dynamic activity which stimulates reflective thinking
among the members. Group discussions may be defined as an activity in which a small
number of persons meet face to face and exchange and share ideas freely or attempt to
reach a decision on a common issue.

Group discussions are unstructured and less formal compared to meetings or

conferences wherein specific roles are assigned to the participants. In a group
discussion, an individual’s thought process is influenced by the views and opinions of
the other members. It also depends on where and in which direction the mood of the
discussion moves. In a group discussion, each participant is free to speak his views. A
successful discussion involves both listening and speaking

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Purpose of Group Discussions

1. To reach a solution on an issue of concern

2. To generate new ideas or new approaches to solving a problem
3. For selecting candidates after the written test for employment or for admission
to educational institutes
4. To provide us with an avenue to train ourselves in various interpersonal skills

Advantages of Group Discussions

1. It provides a deeper understanding of the subject.

2. It improves the ability to think critically.
3. It provides different approaches to solving a problem.
4. It helps the group in taking a decision.
5. It gives an opportunity to hear the opinions of other persons.
6. It enables a participant to put across his/her viewpoint.
7. It enhances confidence in speaking.
8. It can change your opinion and show you things from a different perspective.

Methods/Techniques of Discussion

There are some definite Dos and Don’ts in group discussion techniques

Dos

● Organize your thoughts. Pre-plan what you are going to say.

● Speak. It is important for the evaluator to hear you speak.
● If you have any doubts regarding the subject, seek clarifications.
● In the case of group discussions for selection to jobs or educational institutes,
make sure that you are dressed in formal attire.
● Be assertive without being authoritative or dominating. Keep your language
formal. Simple spoken English without too much of jargon is most desirable.
● Maintain a formal posture which reflects enthusiasm.
● Try and maintain eye contact with as many people as possible.
● Try to make friends by speaking to those who have been ignored by the rest of
the group.
● Watch your body language. Your gestures and mannerisms odd to or subtract
from what you are trying to say.
● Be clear and fluent in what you are saying.
● Refrain from extreme emotions. Maintain your cool. Do not take personal offense
to anything that is being said.
● Always be polite. Avoid using strong phrases like ‘I strongly object……’
● Listen receptively. Do not listen with a desire to contradict or refute. Instead,
listen to positively analyze what is being said.
● It may be useful for you to summarize the points mode till a particular time and
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then present your views.

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● Stick to the discussion topic. Do not speak irrelevant things.
● Remember that the discussion is notion argument. Be polite even if you disagree.

Don’ts

● Do not try to be someone you are not. Be as natural as possible.

● Do not use too many gestures. They can be intimidating to the other participants.
● Do not interrupt when someone else is speaking.
● Do not try to stand out by putting the other person down.
● Do not ridicule the idea or statement of another participant by referring to it as
stupid.
● Do not impose your ideas on anybody. Respect others’ opinions.
● Do not shout. Use a moderate tone and a medium pitch.
● Do not lose objectivity and make personal attacks.
● Do not attempt to be a leader by trying to conclude when the group has not
reached any conclusion.

How to Lead Discussion

Facilitating a meaningful team discussion is not something that comes easily for
everybody, especially when the topics may be controversial or sensitive. The following
are some strategies that may be helpful to engage team members in productive
conversations while managing negative or problematic responses.

● Listen actively to others. Listen to understand what is being said. Do not

"pretend" to listen while you are thinking of how to respond to statements
others have made.
● Handle conflicts appropriately. This means that no one is humiliated or
ridiculed and disagreements focus on the ideas and not the individuals.
● Be willing to work towards consensus. Keep an open mind that there probably
is an acceptable decision that everyone can support, even if some degree of
compromise is required.
● Do not interrupt other participants. Be respectful to others at all times, even if
you disagree.
● Avoid one-on-one side conversations. This can be really distracting. Share
your ideas and concerns in a respectful manner so that everyone has a chance to
consider the options.
● Be clear about next steps before you leave the discussion. Make notes of
what you are responsible to do and by when and check your understanding with
the rest of the team.
● Respect confidentially where appropriate. In particular, do not share
personal information that is discussed.
● Once consensus has been reached, support group decisions and actions. If
you feel you have a new idea or concern, bring it back to the team rather than
discuss or gossip behind the scenes.

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How to Solicit Response

● Reflect on your purpose.The most important step is to make sure that your
potential feedback is coming from the right place.
● Focus on the behavior, not the person. After entering the conversation with
the best intentions, a next guideline is to separate behavior or actions from the
person you’re speaking to.Focusing the criticism on just the situation you want
to address—on what someone does or says, rather than the individual
themselves
—separates the problematic situation from the person’s identity, allowing them
to focus on what you’re saying without feeling personally confronted.
● Lead with questions. Starting off your feedback with a few questions can help
the other person feel like an equal part in the conversation as you discuss the
challenge together.

References: https://www.managementstudyhq.com/characteristics-and-purpose-
of- group-discussion.html
https://www.managementstudyhq.com/group-discussion-techniques.html
https://www.workplacestrategiesformentalhealth.com/free-training-and-
tools/facilitating-team-discussions

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TASK SHEET 1.2-
1
Title: Leading Workplace Discussion

Performance Objective: You are required to organize and lead a group discussion
with 5 participants to discuss certain issue.

Supplies / Materials:
● Paper
● Pencil

Equipment:

Step / Procedure:
1. Create a group of 5 participants.
2. Think of a topic for discussion and inform your members about it.
3. Organize and lead a group discussion on the topic you have chosen.
4. Have one of your member record the minutes of discussion
5. Submit the minutes to the facilitator

Note: The role play should not exceed 10 minutes.

Assessment Method:

● Observation
● Portfolio Analysis

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PREPARATION PERFORMANCE CRITERIA
OF ACCOUNTING ENTRIES CHECKLIST 1.2-1
LEADING WORKPLACE DISCUSSIONS

CRITER YE NO
IA S

Have the members been informed of the topic prior to the group discussion?

Did all members participate well in the discussion?

Is the group discussion well facilitated by the leader?

Did the role play exceeded 10 minutes?

Instructor’s Signature :
Student’s Signature :
Date of Performance :

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DETAILS OF LEARNING OUTCOME

LEARNING OUTCOME 3 Identify communicat issu arisin i th

e es g n e
and
workplace
CONTENTS:
● Identify Problems and Issues
● Organizing Information on Problem and Issues
● Relating Problems and Issues
● Communication Barriers Affecting Workplace Discussion
ASSESSMENT CRITERIA:
1. Issues and problems are identified as they arise
2. Information regarding problems and issues are organized coherently to ensure
clear and effective communication
3. Dialog is initiated with appropriate personnel
4. Communication problems and issues are addressed as they arises
CONDITIONS:
The students/trainees must be provided with the following:
● CBLM
● Paper
● Learning Materials
● Pencil
● Eraser
METHODOLOGIES:
● Self-paced/modular
● Discussion
● Case study
● Brainstorming
ASSESSMENT METHODS:
● Written test
● Direct observation
● Interview

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LEARNING EXPERIENCE

LEARNING OUTCOME 3: IDENTIFY AND COMMUNICATE ISSUES ARISING IN THE

WORKPLACE

Learning Activities Special Instructions

1. Read Information Sheet 1.3-1 on Identifying You may clarify with the
and Communicating Issues Arising in the facilitator if you have
Workplace concerns on the lesson

2. Answer Self Check No. 1.3-1 Compare answers with

Answer Key No. 1.3-1

You must answer all

questions correctly before
proceeding to the next
activity.
3. Perform the Task Sheet No. 1.3-1 on Evaluate your performance
Identifying and Communicating Issues using Performance Criteria
Arising in the Workplace Check List No. 1.3-1

Your performance will also be

evaluated by your trainer
using the same Performance
Criteria Checklist

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INFORMATION SHEET 1.3-1
IDENTIFYING AND COMMUNICATING ISSUES ARISING IN THE WORKPLACE

LEARNING OBJECTIVES:

After reading this information sheet, you should be able to:

✔ Identify problems and issues in the workplace
✔ Handle problems and issues in the workplace
✔ Determine communication barriers affecting workplace discussion

Identify Problems and Issues

People spend nearly one third of their adult lives at work, and workplace issues are a
common source of stress for many. It is impossible to have a workplace where
everyone's roles, expectations, and personalities work perfectly together, without
conflict. As such, certain workplace issues may cause negative psychological symptoms.

Research shows perceived stress in the workplace, for example, is associated with a
higher prevalence of mental health issues such as depression and anxiety. Workers may
find discussing their workplace stress or challenges with a trained mental health
professional is helpful to them both professionally and personally.

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Common workplace issues that employees face include:

● Interpersonal conflict
● Communication problems
● Gossip
● Bullying
● Harassment
● Discrimination
● Low motivation and job satisfaction
● Performance issues
● Poor job fit

Organizing Information on Problem and Issues

Effective problem solving does take some time and attention more of the latter than the
former. But less time and attention than is required by a problem not well solved. What
it really takes is a willingness to slow down. A problem is like a curve in the road. Take it
right and you'll find yourself in good shape for the straightaway that follows. Take it too
fast and you may not be in as good shape.

Do not rely on memory. Information on problems and issues should be well

documented and organized. Writing it down will help you think through all the details
and implications. Maintain a logbook to record the problem and issues with the
following information:

● Date and time when the issue arise

● Detail of the problem/issue
● Solution to the problem/issue

Relating Problems and Issues

Work problems can cause a lot of stress in your life, and are important to resolve since
so much of your time is spent in the workplace. Some of the most common work
problems are issues with your job itself--too much work, for example, or feeling ill-
equipped to perform the tasks---and managing day-to-day stress at work. Other
common problems deal with getting along with coworkers and communication issues.
Remember that in all cases, it is helpful to be clear and professional with your
coworkers. Whether you are discussing a poor performance review with your
supervisor or an etiquette issue with your coworker, directly stating the problem in a
friendly, professional manner is a great start toward solving it.

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The following are some helpful tips on how you can easily relate problems and issues
among coworkers:

1. Be polite and direct. Don’t beat around the bush when you have a problem with
your coworker. It is usually easier to address the problem as s
● Be informal about it the first time you address the person. You could say,
“Hey, Jack, I’ve been noticing that you’ve been returning the truck almost on
empty lately. Could you remember to bring it back with a full tank next time?”
● If the behavior continues after you have informally addressed your concern,
you may need to ask your supervisor to intervene. Follow your company’s
rules on handling employee conflict resolution.
2. Use “I” language. It is important to listen to your coworkers needs respectfully
and to try to see their point of view. It is also important to express yourself in a
respectful manner. When discussing issues with a coworker, make sure you
don’t make them feel defensive when you speak to them. You can do this by
using “I” statements. The other person hears your reactions to the situation, not
your accusations.
● Instead of saying, “We are always waiting on you to get your portion of the
work done,” you could use “I” language and say, “When the work isn’t in on
time, I get really stressed out. I end up needing to work later to get caught up.
So it’s really helpful to me if everyone can get the project back on the agreed-
upon day.”
● You could say, “While I appreciate feedback, your comment on my work the
other day felt very personal and upset me.”

Communication Barriers Affecting Workplace Discussion

● Physical barriers to non-verbal

communication. Not being able to see the
non-verbal cues, gestures, posture and
general body language can make
communication less effective.
● Psychological barriers, for example someone
with social anxiety and/or low self-esteem
may be too distracted about how they are
perceived when talking with a superior.
● Emotional barriers. Some people may find it difficult to express their opinions on
such as politics, religion, disabilities (mental and physical), sexuality and racism.
● Jargon and acronyms. Companies often have their own jargon and acronyms
which new employees may struggle with.
● Lack of attention, interest and distractions to the person listening.
● Differences in perception and viewpoint.
● Physical disabilities such as hearing problems or speech difficulties.
● Differences in language and unfamiliar accents.
● Expectations and prejudices which may lead to stereotyping.

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● Cultural differences. The norms of social interaction vary greatly in different
cultures, as do the way in which emotions are expressed.

References:

https://www.goodtherapy.org/learn-about-therapy/issues/workpl
ace- issues
https://www.mediate.com/articles/thicks.cfm
https://www.wikihow.com/Deal-with-Problems-at-
Work#qa_headline

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PERFORMANCE CRITERIA CHECKLIST 1.3-1

IDENTIFYING AND COMMUNICATING ISSUES ARISING IN THE WORKPLACE

CRITER YE NO
IA S

Is the conflict properly discussed and identified?

Has the conflict been handled properly during the discussion?

Did you record the conflict and its resolution?

Instructor’s Signature :
Student’s Signature :
Date of Performance :

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