"Do not dispel my Inbox with boring, irrelevant emails!"

Does this sound like your staff? Let's face it, many employees think that internal emails interrupt their work. Even when you read them freely, there is still a problem of what to do with all "internal e-mails" blocking the boxes. Employees claim that 34% of the internal e-mail received is unnecessary. The average employee spend 49 minutes per day in email handling. 24% of workers say they spend more than one hour a day doing this job. (Gartner / e-company).

Try these tips to reduce email overload within your organization.

Using Informative Addresses

Use an informative text message to the subject line. The reader does not have to spend time to open the email. You can read it and delete it. They get the message and save time.

Use headers in the body of your email address. Think about reading a newspaper. How often do you search for headlines? The same applies to your e-mail. Logically construct your email and enter a tag for each paragraph. The reader will be able to quickly find the key information for scanning or searching.

The difference between urgent and non-urgent emails

Is your message critical, urgent, or simply familiar? Support staff by flagging e-mails. Let's not forget that the reader has a very different concept of urgency. Save yourself into your shoes. Determine how important it is to email them. You can then indicate the level of urgency in the subject line or using standard email symbols.

In order for the staff to receive important messages and track those who read them, they could use the Desktop Alert tool. Alternatively, a screen allows the administrator (s) to convert employee screen savers to dynamic sequencer bulletin boards. This format is ideal for messages that are not necessarily urgent, but are important from employee awareness perspective.

Employees with over-loaded emails unnecessarily detect these messages when sending emails. The screens, however, can serve as a bowl, but are very powerful ways of raising awareness and communicating key issues. You may be warned that they know that a study by Scottish universities in Glasgow and Paisley revealed that some staff checked the boxes for 30-year-olds.

40 times per hour.

It is often more effective and effective for managing emails at daily scheduled times. You can enter internal communication through any one-time communication.

The Email Aggregation Tool enables an internal e-mail agreement for a corporate newsletter. So, instead of sending an email update from the malfunction, product update updates, and HR updates via email, these messages can be merged quickly and easily into the magazine.

Managing group email lists and not dealing with internal spam.

How often are you and your employees opening an email and spending more than one minute to decide if it is necessary to read or not? What a waste of time and e-mail storage! Try sending an e-mail gateway: someone who knows each email group, what information is relevant to each group, and what each group needs to know. The gatekeeper ensures that each group receives only the relevant emails. Gatekeeper can help you develop clear e-mail policies and procedures, so staff know which emails you want to delete, which is needed to keep your files secure.

Target your audience and post relevant emails.

So when you're writing an e-mail, think about the people who read it. Then write to them in the language they will understand. Bring your message and your role to yourself. Tell them why you write them and what you want to know, think or do. Whether you're sending informative emails or publishing an internal magazine, you should know your audience.

Use communication tools that allow communication with certain employee groups. Make sure there are reporting options that allow you to see exactly what people are reading and what they are ignoring.

Keep the content.

Use a simple language and use informative addresses. Busy staff do not want to spend time on the message or explain what the message means. Emails should be particularly short and unambiguous. Think about your reader and what the reader wants to think, know or do. In other words, what do you want your message to achieve? Decide the logical order of your message. Then, with the reader in mind, write the message using Plain English.

If you do not have a clear idea of ​​what you want to reach your message, or if you are not aware of the audience, stop writing.

Managing and Managing E-mails Effectively

If your organization does not have clear guidelines for managing emails, you may find that more and more staff have boxes containing hundreds of emails . This puts pressure on IT capacity, but there is a much more sinister problem. Are you or your staff unable to fully digest an important update or new information because the box in your cart is too full? You may have time to review your email handling policy.

You can begin to agree on a folder structure that your employees know where to save emails and how important they are to find them. Understand the clear rules around which e-mails need to be retained, how long they should be kept, when to archive them and which emails need to be deleted after they have been read.

After you've developed a clear e-mail policy, you can use staff quizzes, posters, and screensavers to confirm and test your staff's knowledge and understanding of your organization's e-mail policies.

Before sending an e-mail, ask the e-mail message from your e-mail messages.

Email is sometimes used to convey sensitive or even unpleasant messages, but this is simply not a good practice. Examine and support alternative ways of forwarding messages. Why can not you use a staff meeting to think about all different communication channels? By involving staff, you can ask them to discuss the benefits and disadvantages of each option.

Try & # 39; no email & # 39; day

How often do people send e-mails to people close to them? How often do you send an email when a personal meeting or phone call was more effective?

A non-e-mail day may seem extreme to some people but with so many available communication channels, including coffee breaks with a group that needs to pass information, you do not need to have an e-mail zone to handle it. It is a good idea to encourage staff to think about alternative and more effective information exchange.

Think outside the room

How do you know the message? Why do not you list all your communication channels with your organization and think about their individual benefits and disadvantages? Examine the typical information that your organization's staff regularly send and receive.

Think of the requirements that each message needs to communicate successfully. Ask yourself, for example, whether you need visual or acoustic signals? Or is the information confidential or sensitive? Or do I need more information? Or is the message urgent? Engaging personnel in this process as it helps them to improve communication by helping them choose the most effective communication channel. It also reminds us that some messages, in particular sensitive message messages, are not suitable for e-mail delivery.

They may think that phone calls and personal meetings require more time, but a company that has implemented e-mail days noted that the real effort to reduce the overload of e-mails is better teamwork , faster problem solving for happier customers.

Leave a Reply

Your email address will not be published. Required fields are marked *