Evaluating International Public Health Issues by Mbuso Precious Mabuza

Author:Mbuso Precious Mabuza
Language: eng
Format: epub
ISBN: 9789811397875
Publisher: Springer Singapore

Regular open two-way communication that is driven by employees is necessary to deal with cognitive and emotional needs during difficult times. The extent of the change must be communicated to all employees, as well as a clear vision of the direction in which the organisation is moving, and the implications of the changes in practical workplace terms regarding human resources, capacity and money.

Management should identify the most influential communicators or opinion leaders, including union representatives, peer educators and employee spokespersons in HIV/AIDS crisis communication.

Involving both management and peer educators in managing an HIV/AIDS crisis such as stigma could help the emotionally depleted employees to feel that they had recovered what they had lost – a sense of control over their futures and a belief that top management still value their input. Emotionally drained HIV infected or affected employees may need therapeutic messages via interpersonal communication channels, such as small group meetings with management and peer group counselling sessions.

Management must make sure that HIV/AIDS related messages are clear, consistent and realistic. For example, it must be made clear that Voluntary Counselling and Testing campaigns are not a means of identifying and getting rid of employees diagnosed with HIV. Using interpersonal communication channels such as memoranda, articles, payslips and DVDs or video tapes in conveying key HIV/AIDS related information to employees could be an effective way of conveying critical HIV/AIDS messages.

The foregoing practical internal communication strategy that has been developed for HIV/AIDS in the organisation was based on the guidelines for communication strategies on a continual basis, as well as for crisis situations and times of great change.

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