In announcing negative news to employees, where should you place an alternative, when one exists?

Negative Writing Situations 7C H A P T E R

Inhaltsverzeichnis Show

When presenting the reasons for bad news you should quizlet?
When delivering bad news you should first determine if the negative information is newsworthy?
When you must deliver bad news in the workplace remember that?
When you must deliver bad news to one person or a small group you should usually?

mediaphotos/istock by Getty Images OBJECTIVES

7.1 Your Goals When Communicating After studying this chapter,
Negative News you should be able to

Even the best-run businesses will sometimes make mistakes. Goods arrive late or 7.1 Explain the goals
are not delivered at all, products fail, service disappoints, billing is mishandled, of business
or customers are misunderstood. You may have to write messages ending busi- communicators when
ness relationships, declining proposals, announcing price increases, refusing requests conveying negative
for donations, terminating employees, turning down invitations, or responding to news.
unhappy customers. You might have to apologize for mistakes in orders, the rude-
ness of employees, overlooked appointments, pricing errors, faulty accounting, 7.2 Compare the direct
defective products, or jumbled instructions. As a company representative, you may and indirect strategies
even have to respond to complaints voiced about your organization on Twitter, for communicating
Facebook, or consumer comment websites. negative news.

Every businessperson must occasionally deliver negative news. Because bad 7.3 Describe the
news disappoints, irritates, and sometimes angers the receiver, your main goal in components of
such messages is to be thoughtful. The bad feelings associated with disappointing effective indirect
news can generally be reduced if the receiver knows the reasons for the rejection, negative messages,
feels that the news was revealed sensitively, and believes that the matter was treated including opening with
seriously and fairly. a buffer, apologizing,
showing empathy,
presenting the reasons,
cushioning the bad
news, and closing
pleasantly.

7.4 Write negative
messages for client/
customer situations:
collections, refusals
(e.g., denying
requests or claims),
and situations when
customers are
disappointed.

7.5 Write negative
messages for internal
situations (e.g.,
employee bad news).

NEL 127

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OFFICE In this chapter you will learn when to use the direct strategy and when to use the
INSIDER indirect strategy to deliver negative news. You will also learn the goals of business
communicators when writing negative messages and learn techniques for achieving
“Despite the fact that we those goals in several typical situations.
sometimes have to send
negative messages at work, 7.1a Top Goals in Communicating Negative News
it is imperative to turn the
situation around and focus Delivering bad news is not the easiest writing (or speaking) task you may have, but
on lessons learned and it can be gratifying if you do it effectively. As a business communicator dealing with
experience gained.” a negative situation, the following are your main goals:

The sting of bad news • Explain clearly and completely. Your message should be so clear that the receiver
can be reduced by giving
reasons, communicating understands and, we hope, accepts the bad news. The receiver should not have to
sensitively, and treating call or write to clarify the message.
the receiver fairly.
• Project a professional image. Your message should project a professional and
The goals in communicating
negative news are explaining positive image of you and your organization. Even when irate customers use a
clearly, acting professionally, threatening tone or overstate their claims, you must use polite language, control
conveying empathy, being your emotions, and respond with clear explanations of why a negative message
fair, maintaining friendly was necessary.
relations, and dealing with
the situation in a timely • Convey empathy and sensitivity. Negative news is more easily accepted if it
fashion.
is delivered sensitively. Use language that respects the receiver and attempts
to reduce bad feelings. Accepting blame, when appropriate, and apologizing
goes far in smoothing over negative messages. But avoid creating legal liability
or responsibility for you or your organization (e.g., by making promises you
can’t keep).

• Be fair. Show that the situation or decision was fair, impartial, and rational.

Receivers are far more likely to accept negative news if they feel they were treated
fairly.

• Maintain friendly relations. Make an effort to include statements that show

your desire to continue pleasant relations with the receiver. As you learned in
Chapter 5, when writing routine adjustment messages, one of your goals is to
regain the confidence of customers.

These goals are ambitious, and you may not always be successful in achieving
them all. With experience, however, you will be able to vary these strategies and
adapt them to your organization’s specific communication needs.

7.1b The Importance of Timely Responses in Negative
Situations

Because of the speed of communication in the workplace today (i.e., most
employees have smartphones, are on social media, etc.), bad news—which has
always “travelled fast”—now travels even faster and sometimes gets broadcast
outside the company to people and organizations that shouldn’t really be seeing
it. For this reason, timeliness is extremely important when communicating in nega-
tive situations.

Whenever possible, negative situations such as firings, restructurings, and com-
pany-related crises should be dealt with immediately and personally. As one crisis
communications expert argues, “the timeliness of communication is paramount in
a crisis,”1 and existing communication approval systems may need to be stepped
around to deliver the message quickly. That said, timeliness is not so vital that
you should switch to informal and inappropriate communication channels. For
example, texting termination notices (as some managers and owners have begun
to do) is a poor communication choice because it indicates that the terminated
employee is so unimportant that an informal text was deemed the appropriate way
to fire him or her.2

128 Chapter 7: Negative Writing Situations NEL

7.2 The Choice Between Direct and Indirect The direct pattern is
Negative News Strategies appropriate when the bad
news is not damaging,
In any negative situation, you have a choice between two basic strategies for when the receiver might
delivering negative news: direct and indirect. Which approach is best suited for overlook the bad news,
your particular message? To answer this question, you will analyze how your when the organization
receiver will react to this news as well as the degree of negativity included in the expects directness,
message. when the receiver prefers
directness, or when
WHEN TO USE THE DIRECT STRATEGY. Not all negative situations at work firmness is necessary.
are crises or involve personal misfortune. In these cases, as a business communicator,
you should feel free to use a direct-strategy negative message. The direct strategy,
with the bad news appearing first followed by the reasons and a pleasant closing, is
effective in situations such as the following:

• When the bad news is not damaging. If the bad news is insignificant (such as a

small increase in cost) and doesn’t personally affect the receiver, then the direct
strategy certainly makes sense.

• When the receiver may overlook the bad news. Rate increases, changes in ser-

vice, new policy requirements—these critical messages may require boldness to
ensure attention.

• When organizations prefer directness. Some companies expect all internal mes-

sages and announcements—even bad news—to be straightforward and presented
without frills.

• When the receiver prefers directness. If you suspect that the reader prefers that

the facts be presented immediately, use the direct pattern.

• When firmness is necessary. Messages that must demonstrate determination

and strength should not use delaying techniques. For example, the last in a series
of collection letters that seek payment of overdue accounts may require a direct
opener.

WRITING PLAN FOR A DIRECT-STRATEGY NEGATIVE MESSAGE

• Bad news in the opening
• Reason(s) for bad news in the body
• Pleasant closing

Figure 7.1 is an example of a typical direct-strategy negative message that fol-
lows the writing plan above. In this case, a routine notice arrives in your mailbox
(or inbox) announcing a price increase in your phone service. Notice that the bad
news is communicated in the opening sentence of the message. The reason comes
after. Also notice how much shorter this message is than the indirect-style negative
messages we will examine later in the chapter.

WHEN TO USE THE INDIRECT STRATEGY. The indirect strategy does not
reveal the bad news immediately. This strategy, at least theoretically, enables you to
keep the reader’s attention until you have been able to explain the reasons for the
bad news. Some writing experts suggest that the indirect strategy “ill suits today’s
skeptical, impatient, even cynical audience.”3 To be sure, in social media, bluntness

NEL Chapter 7: Negative Writing Situations 129

FIGURE 7.1 | Direct-Strategy Negative Message Bad news in opening
of message
SASKATOON HYDRO Reasons for bad
news in body of
January 2018 message
To valued Saskatoon Hydro customers,
As of January 1, 2018, rates for electricity in the city of Saskatoon Pleasant
are rising. closing
Provincial generator SaskPower has brought in these changes to
more accurately reﬂect the cost of generation and distribution of
energy.
We appreciate your continued business. Comments and questions
may be directed to the website below.
Sincerely,
Luke Roberts
Director, Customer Satisfaction
www.saskhydro.ca/ratechange

seems to dominate public debate. Directness is equated with honesty; indirectness,
with deceit. Regardless, many communicators prefer to use the indirect strategy to
soften negative news. Whereas good news can be revealed quickly, bad news may
be easier to accept when broken gradually. Here are typical instances in which the
indirect strategy works well:

• When the bad news is personally upsetting. If the negative news involves the

receiver personally, such as a layoff notice, the indirect strategy makes sense.
Telling an employee that he or she no longer has a job is probably best done in
person and by starting indirectly and giving reasons first. When a company has
made a mistake that inconveniences or disadvantages a customer, the indirect
strategy also makes sense.

• When the bad news will provoke a hostile reaction. When your message will

irritate or infuriate the recipient, the indirect method may be best. It begins with
a buffer and reasons, thus encouraging the reader to finish reading or hearing the
message. A blunt announcement may make the receiver stop reading.

• When the bad news threatens the customer relationship. If the negative mes-

sage may damage a customer relationship, the indirect strategy may help salvage
the customer bond. Beginning slowly and presenting reasons that explain what

130 Chapter 7: Negative Writing Situations NEL

happened can be more helpful than directly announcing bad news or failing to The indirect pattern softens
adequately explain the reasons. the impact of bad news.

• When the bad news is unexpected. Readers who are totally surprised by bad

news tend to have a more negative reaction than those who expected it. If a
company suddenly closes an office or a plant and employees had no inkling of
the closure, that bad news would be better received if it were revealed cautiously
with reasons first.

The indirect approach does not guarantee that recipients will be pleased, because,
after all, bad news is just that—bad. However, many communicators prefer to use it.
Figure 7.2 shows how to apply the indirect strategy effectively.

7.3 The Four Components of Effective Indirect To reduce negative
Negative Messages feelings, use a buffer
to open sensitive
Although you probably won’t make receivers happy when delivering negative bad-news messages.
news, you can reduce resentment by structuring your message sensitively. To do
so, indirect negative messages should contain some of or all of these compo-
nents: buffer, reasons, bad news, and closing. These components are shown in
Figure 7.2.

7.3a Buffer the Opening

A buffer is a device that reduces shock or pain. To buffer the pain of bad news,
begin your message with a neutral but meaningful statement that makes the reader
continue reading. The buffer should be relevant and concise. Although it avoids
revealing the bad news immediately, it should not convey a false impression that
good news follows. It should provide a natural transition to the explanation

FIGURE 7.2 | Four Components of an Indirect-Strategy Negative
Message

Buffer Reasons Bad News Closing

Open with a neutral Explain the causes Reveal the bad news End with a personalized,
but meaningful of the bad news
statement that does before disclosing it. without emphasizing forward-looking,
not mention the
bad news. Cautious it. Provide an alterna- pleasant statement.
explanation
Best news tive or compromise, Avoid referring to the
Compliment Reader or other
Appreciation bene ts if possible. bad news.
Agreement Company policy
Facts explanation Embedded Forward look
Understanding Positive words placement Information about
Apology Evidence that Passive voice alternative
matter was Implied refusal Good wishes
considered fairly Compromise Freebies
and seriously Alternative Resale
Sales promotion

NEL Chapter 7: Negative Writing Situations 131

A buffer opens an indirect that follows. The individual situation, of course, will help determine what you
negative message with a should put in the buffer. Here are some possibilities for opening indirect negative
neutral, concise, relevant, messages:
and upbeat statement.
• Best news. Start with the part of the message that represents the best news.
A good buffer may
include the best news, a For example, in a website announcement plus in-branch signage that discloses
compliment, appreciation, reduced operating hours but increased staffing, you might say Beginning July 1,
facts regarding the we’re adding extra staff in our branch locations, and we’ll be open to serve you
problem, a statement between 9:30 a.m. and 4:30 p.m.
indicating understanding,
or an apology. • Compliment. Praise the receiver’s accomplishments, organization, or efforts, but

OFFICE do so with honesty and sincerity. For instance, in a letter declining an invita-
INSIDER tion to speak, you could write I admire the Canadian Red Cross for its disaster
response efforts in Canada and overseas. I am honoured that you asked me to
When leaders accept blame speak Friday, November 5.
or apologize, it is “one of
the most powerful and reso- • Appreciation. Convey thanks to the reader for doing business, for sending some-
nant gestures in the human
arsenal—almost as powerful thing, for a service or job well done, for showing confidence in your organization,
as a declaration of love. If for expressing feelings, or for simply providing feedback. In a letter terminating
love means, ‘I care about an employee’s contract, you might say Thank you for your work on the past two
you, and I’m happy about seasons of Riley’s Cove. Your efforts contributed to a wonderful television pro-
it,’ then an apology means, gram enjoyed across Canada. Avoid thanking the reader, however, for something
‘I hurt you, and I’m sorry you are about to refuse.
about it.’”
• Agreement. Make a relevant statement with which both sender and receiver
—Marshall Smith, leadership coach
and management consultant can agree. A letter that rejects an application for a credit card might be phrased
Having access to a credit card is an important part of your financial well-being.
While we thank you for your recent application for a GoldPlus Visa Card, your
application did not meet our criteria for approval. However, we’re happy to offer
you a Classic Visa Card….

• Facts. Provide objective information that introduces the bad news. For example,

in a memo announcing cutbacks in the hours of the employees’ cafeteria, you
might say During the past five years the number of employees eating breakfast in
our cafeteria has dropped from 32 percent to 12 percent.

• Understanding. Show that you care about the reader. In announcing a product

defect, the writer can still manage to express concern for the customer: We
know you expect superior performance from all the products you purchase
from OfficeCity. That’s why we’re writing personally about the Excell printer
cartridges you recently ordered.

CONSIDER APOLOGIZING IN THE BUFFER. You learned about apologies
in adjustment situations in Chapter 5. We expand that discussion here because
apologies are often part of negative situations. The truth is that sincere apologies
work. A study of letters responding to customer complaints revealed that 67 per-
cent carried an apology of some sort.4 An apology is defined as an “admission of
blameworthiness and regret for an undesirable event.”5 Apologies to customers are
especially important if you or your company erred. They cost nothing, and they go
a long way in soothing hard feelings. Here are some tips on how to apologize effec-
tively in business messages:

• Apologize sincerely. People dislike apologies that sound hollow (We regret that

you were inconvenienced or We regret that you are disturbed). Focusing on your
regret does not convey sincerity. Explaining what you will do to prevent recur-
rence of the problem projects sincerity.

• Accept responsibility. One CEO was criticized for the following weak apology:

I want our customers to know how much I personally regret any difficulties
you may experience as a result of the unauthorized intrusion into our computer
s ystems. Communication experts faulted this apology because it did not acknowl-
edge responsibility.6

• Use good judgment. Don’t admit blame if it might prompt a lawsuit.

132 Chapter 7: Negative Writing Situations NEL

Consider these poor and improved apologies:

Poor Apology Improved Apology
We regret that you are unhappy with the
price of frozen yogurt purchased at one We are genuinely sorry that you were
of our self-serve scoop shops. disappointed in the price of frozen
yogurt recently purchased at one of our
We apologize if anyone was affected. self-serve scoop shops. Your opinion is
important to us, and we appreciate your
giving us the opportunity to look into the
problem you describe.

I apologize for the frustration our delay
caused you. As soon as I received your
message, I began looking into the cause
of the delay and realized that our deliv-
ery tracking system must be improved.

CONSIDER SHOWING EMPATHY IN THE BUFFER. One of the hardest things Empathy involves
to do in apologies is to convey sympathy and empathy. As discussed in Chapter 2, understanding and
empathy is the ability to understand and enter into the feelings of another. When entering into the feelings
ice storms trapped JetBlue Airways passengers on hot planes for hours, then-CEO of someone else.
David Neeleman wrote a letter of apology that sounded as if it came from his
heart. He said, “Dear JetBlue Customers: We are sorry and embarrassed. But most
of all, we are deeply sorry.” Later in his letter he said, “Words cannot express how
truly sorry we are for the anxiety, frustration, and inconvenience that you, your
family, friends, and colleagues experienced.”7 Neeleman put
himself into the shoes of his customers and tried to experience
their pain.

You can express empathy in various ways:

• In writing to an unhappy customer: We did not intentionally © Ted Goff, www.tedgoff.com

delay the shipment, and we sincerely regret the disappoint- “Dear Valued Customer: We’re sorry, but company
ment and frustration you must have suffered. policy forbids apologies. Sincerely yours.”

• In terminating employees: It is with great regret that we

must take this step. Rest assured that I will be more than
happy to write letters of recommendation for anyone who
asks.

• In responding to a complaint: I am deeply saddened that our

service failure disrupted your sale, and we will do everything
in our power to….

• In showing genuine feelings: You have every right to be

disappointed. I am truly sorry that….

7.3b Present the Reasons for the Negative News Bad-news messages
should explain reasons
The most important part of an indirect negative message is the section that before stating the
explains why a negative decision is necessary. Without sound reasons for denying negative news.
a request or refusing a claim, a message will fail, no matter how cleverly it is
organized or written. As part of your planning before writing, you analyzed the
problem and decided to refuse a request for specific reasons. Before disclosing
the bad news, try to explain those reasons. Providing an explanation reduces
feelings of ill will and improves the chances that the reader/listener will accept
the bad news.

NEL Chapter 7: Negative Writing Situations 133

WORKPLACE IN FOCUS Kiev.Victor/Shutterstock.com

Société Générale suffered the worst loss in banking
history when a junior employee liquidated more
than $7 billion in a fraudulent trading scheme.
In a letter to the bank’s customers, CEO Daniel
Bouton opened immediately with the bad news:
“It is my duty to inform you that Société Générale
has been a victim of a serious internal fraud com-
mitted by an imprudent employee in the Corporate
and Investment Banking Division.” Bouton went
on to reveal a disaster-response plan and assured
customers that lost funds would be replaced with
emergency funding from the international banking
community. Should the bank have buffered this bad
news by revealing it more gradually in the letter?

Readers accept bad news • Explain clearly and cautiously. If the reasons are not confidential or legally
more readily if they see
that someone benefits. questionable, you can be specific: Growers supplied us with a limited number of
patio roses, and our demand this year was twice that of last year. In responding
to a billing error, explain what happened: After you informed us of an error on

your January bill, we investigated the matter and admit the mistake was ours.

Until our new automated system is fully online, we are still subject to human

error. Rest assured that your account has been credited, as you will see on your
next bill. In refusing a favour request, explain why the request can’t be fulfilled:
On January 17 we have a board of directors meeting that I must attend. However,
in an effort to be the “good guy,” don’t make dangerous or unrealistic promises:

Although we can’t contribute now, we expect increased revenues next year and
promise a generous gift then.

• Cite plausible reader benefits. Readers are more open to bad news if in some

way, even indirectly, it may help them. In refusing a customer’s request for free
hemming of skirts and slacks, a clothing company wrote: “We tested our ability
to hem skirts a few years ago. This process proved to be very time-consuming.
We have decided not to offer this service because the additional cost would have
increased the selling price of our skirts substantially, and we did not want to
impose that cost on all our customers.”8 Readers also accept bad news more
readily if they recognize that someone or something else benefits, such as other
workers or the environment: Although we would like to consider your applica-
tion, we prefer to fill managerial positions from within. Avoid trying to show
reader benefits, though, if they appear insincere: To improve our service to you,

we’re increasing our brokerage fees.

• Explain company policy. Readers don’t like blanket policy statements prohibiting

something: Company policy prevents us from making cash refunds or Proposals
may be accepted from local companies only or Company policy requires us to
promote from within. Instead of hiding behind company policy, gently explain
why the policy makes sense: We prefer to promote from within because it rewards
the loyalty of our employees. In addition, we’ve found that people familiar with
our organization make the quickest contribution to our team effort. By offering
explanations you demonstrate that you care about your readers and are treating
them as important individuals.

• Choose positive words. Because the words you use can affect a reader’s response,

choose carefully. Remember that the objective of the indirect pattern is to hold
the reader’s attention until you’ve had a chance to explain the reasons justifying

134 Chapter 7: Negative Writing Situations NEL

the bad news. To keep the reader in a receptive mood, avoid expressions that Techniques for cushioning
might cause the reader to tune out. Be sensitive to negative words such as claim, bad news include positioning
error, failure, fault, impossible, mistaken, misunderstand, never, regret, unwilling, it strategically, using
unfortunately, and violate. the passive voice,
emphasizing the positive,
• Show fairness and seriousness. In explaining reasons, demonstrate to the implying the refusal, and
suggesting alternatives
reader that you take the matter seriously, have investigated carefully, and are or compromises.
making an unbiased decision. Customers are more accepting of disappointing
news when they feel that their requests have been heard and that they have been
treated fairly. Avoid deflecting responsibility, known as “passing the buck,” or
blaming others within your organization. Such unprofessional behaviour makes
the reader lose faith in you and your company.

7.3c Present the Negative News in a “Cushioned” Way

Although you can’t prevent the disappointment that bad news brings, you can
reduce the pain somewhat by presenting the news sensitively. Be especially consid-
erate when the reader will suffer personally from the negative news. A number of
thoughtful techniques can lessen the impact.

• Position the negative news strategically. Instead of spotlighting it, enclose the

bad news between other sentences, perhaps among your reasons. Try not to let
the refusal begin or end a paragraph—the reader’s eye will linger on these high-
visibility spots. Another technique that reduces shock is putting a painful idea in
a subordinate clause: Although the board did not award you a bonus this year,
we are thankful for your enthusiasm and loyalty and highly encourage you to
apply once again next year. Subordinate clauses often begin with words such as
although, as, because, if, and since.

• Use the passive voice. Passive-voice verbs enable you to describe an action

without connecting the action to a specific person. Whereas the active voice
focuses attention on a person (We don’t accept unsolicited proposals), the passive
voice highlights the action (Unsolicited proposals are not accepted because…).
Use the passive voice for the bad news. In some instances you can combine
passive-voice verbs and a subordinate clause: Although unsolicited proposals are
not currently being accepted, we encourage you to try again beginning March 30,
after which time our policy may have changed.

• Highlight the positive. As you learned earlier, messages are far more effective

when you describe what you can do instead of what you can’t do. Rather than
We will no longer accept requests for product changes after June 1, try a more
positive appeal: We are accepting requests for product changes until June 1.

• Imply the refusal. It’s sometimes possible to avoid a direct statement of refusal.

Often your reasons and explanations leave no doubt that a request has been
denied. Explicit refusals may be unnecessary and at times cruel. In this refusal to
contribute to a charity, for example, the writer never actually says no: Because
we will soon be relocating to new offices, all our funds are earmarked for moving
costs and furnishings. We hope that next year we’ll be able to support your
worthwhile charity. This implied refusal is effective even though the bad news is
not stated. The danger of an implied refusal, of course, is that it can be so subtle
that the reader misses it. Be certain that you make the bad news clear, thus pre-
venting the need for further correspondence.

• Suggest a compromise or an alternative. A refusal is not so harsh—for the

sender or the receiver—if a suitable compromise, substitute, or alternative is
available. In denying permission to a class to visit a research facility, for instance,
this writer softens the bad news by proposing an alternative: Although class tours
of the entire research facility are not given due to safety and security reasons, we
do offer tours of parts of the facility during our open house in the fall. You can
further reduce the impact of the bad news by refusing to dwell on it. Present it
briefly (or imply it), and move on to your closing.

NEL Chapter 7: Negative Writing Situations 135

Closings to bad-news 7.3d Close Pleasantly
messages might include a
forward look, an alternative, After explaining the negative news sensitively, close the message with a pleasant
good wishes, special statement that promotes goodwill. The closing should be personalized and may
offers, or resale or sales include a forward look, an alternative, good wishes, special offers, resale informa-
promotional information. tion, or an off-the-subject remark.

• Alternative follow-up. If an alternative exists, end your letter with follow-through

advice. For example, in a letter rejecting a customer’s demand for replacement of
landscaping plants, you might say We will be happy to give you a free inspection
and consultation. Please call 746-8112 to arrange a date for a visit. In a message
to a prospective homebuyer: Although the lot you saw last week is now sold, we
do have two excellent view lots available at a slightly higher price. In reacting to
an Internet misprint: Please note that our website contained an unfortunate mis-
print offering $850-per-night Banff luxury chalets at $85. Although we cannot
honour that rate, we are offering a special half-price rate of $425 to those who
responded.

• Special offers. When customers complain—primarily about food products

or small consumer items—companies often send coupons, samples, or gifts to
restore confidence and to promote future business. In response to a customer’s
complaint about a frozen dinner, you could write Thank you for your loyalty and
for sharing in our efforts to make Green Valley frozen entrées the best they can
be. We appreciate your input so much that we’d like to buy you dinner. We’ve
enclosed a coupon to cover the cost of your next entrée.

• Good wishes. A conversation in which someone is fired or downsized might

read: We want you to know your contribution here has been highly valued, and
we wish you all the best as you look for rewarding work in a different setting.
Please be in touch with your manager about securing a reference.

• Forward look. Anticipate future relations or business. A letter that refuses a con-

tract proposal might read: Thank you for your bid. We look forward to working
with your talented staff when future projects demand your special expertise.

• Resale or sales promotion. When the bad news is not devastating or personal,

references to resale information or promotion may be appropriate: The laptops
you ordered are unusually popular because they have more plug-ins for periph-
eral devices than any other laptop in their price range. To help you locate addi-
tional accessories for these computers, we invite you to visit our website at…,
where our online catalogue provides a huge selection of peripheral devices such
as stereo speakers, printers, personal digital assistants, and digital pagers.

Avoid endings that sound superficial, insincere, inappropriate, or self-serving.
Don’t invite further correspondence (If you have any questions, do not hesitate …),
and don’t refer again to the bad news. Take another look at the elements in Figure 7.2
whenever you need to review writing sensitive negative messages.

7.4 Writing Negative Messages for Customer/
Client Situations

You’ve just learned the ideal components that should be included in direct and indi-
rect negative workplace messages. Now it’s time to apply these skills. When faced
with a negative situation at work, one that demands you communicate instead of
remaining silent, first think about how the receiver will react to your news and then
decide whether to use the direct or the indirect strategy. The following are some
typical negative-news situations relating to customers and clients.

7.4a Collections

One of the most important processes in business is the collection process. Collection
is the steps a company takes to ensure that its unpaid invoices get paid. The first

136 Chapter 7: Negative Writing Situations NEL

FIGURE 7.3 | Direct Strategy Collection Letter

FRASER, AHMET, AND GRANDPRE

3017–66 Avenue Northwest, Suite 222
Edmonton, AB T6H 1Y2

August 14, 2018

Tom Przybylski
Unity Ltd.
9 Givins Dr., Unit 5
Edmonton, AB T2A 4X3

Dear Mr. Przybylski:

Re: Invoice No. 443-2010

Outstanding Amount Due: $19,567.87

You are indebted to the ﬁrm of Fraser, Ahmet, and Grandpre in the amount
of $19,567.87, for services rendered and for which you were invoiced on
March 30, 2018. A copy of the outstanding invoice is enclosed for your ref-
erence, as is a copy of a reminder letter sent to you on July 2, 2018.

Unless we receive a certiﬁed cheque or money order, payable to Fraser,
Ahmet, and Grandpre, in the amount of $19,567.87, or unless satisfactory
payment arrangements are made within seven (7) business days, we are left
no choice but to pursue collection of the amount owing. We are not pre-
pared to continue carrying your accounts receivable and we will take all
necessary steps for the recovery of this amount from you.

We do not wish to proceed in this fashion and would appreciate your coop-
eration instead. We look forward to hearing from you on or before August
21, 2018.

Yours sincerely,

Pat McAfee
Ofﬁce Manager/Collections Clerk

phase in the collection process is usually the sending of a short reminder letter or
email that lets clients or customers know their invoice is outstanding. Best practices
stipulate that a copy of the outstanding invoice should be attached to this short
reminder message, in case the client has misplaced the original.

An understanding of how to write a negative message becomes useful in the
second step of the collection process. If the client or customer with the outstanding
invoice does not reply in a timely manner to the short reminder message, it is time
to write a direct bad-news message demanding payment. Figure 7.3 shows a typical
example of such a message, which uses the direct strategy discussed earlier in the
chapter: refer to the negative news, then give reasons, then close pleasantly.

The main objective of a collection letter is not only to receive payment,
but also to make sure that the goodwill of the client or customer is retained.

NEL Chapter 7: Negative Writing Situations 137

The indirect strategy is According to the website of Credit Guru Inc., a company that offers advice on
appropriate when refusing the collection process, the main features of a well-written collection letter are a
requests for time, money, reminder of the dates of the invoice, a reminder of the total amount outstanding,
information, or action. a request for immediate payment or payment by a specified date, a request for the
payment to be sent by the quickest means (e.g., courier, e-transfer), and finally, a
sense of urgency coupled with an unapologetic and nonthreatening tone.9

7.4b Refusals and Responses to Criticism

As you move forward in your career and become a professional or a representative
of an organization, you may receive requests for favours or contributions. When
you must refuse these requests, you will first think about how well you know the
receiver and how he or she will react to your refusal and decide whether to use
the direct or the indirect strategy. You may also have to say no to customer claims,
deny credit, and manage disappointment, anger, and attempts to tarnish your orga-
nization’s image. Your goal is always to resolve the situation in a prompt, fair, and
tactful manner. Use the indirect strategy and the following writing plan, which was
discussed earlier in the chapter:

WRITING PLAN FOR REFUSING REQUESTS OR CLAIMS
AND FOR DEALING WITH CRITICISM

• Buffer: Start with a neutral statement that both reader and writer can

agree on, such as a compliment, an appreciative comment, a quick
review of the facts, or an apology. Add a key idea or word that acts as
a transition to the reasons.

• Reasons: Present valid reasons for the refusal or refutation, avoiding

words that create a negative tone. Include resale or sales promotion
material if appropriate.

• Bad news: Soften the blow by de-emphasizing the bad news, using the

passive voice, accentuating the positive, or implying a refusal. Suggest
a compromise, alternative, or substitute if possible. The alternative can
be part of the bad news or part of the closing.

• Closing: Renew good feelings with a positive statement. Avoid refer-

ring to the bad news. Include resale or promotion information, if
appropriate. Look forward to continued business or relationship.

REFUSING FAVOUR REQUESTS. Requests for favours, money, information,
and action may come from charities, friends, or business partners. Many are from
people representing commendable causes, and you may wish you could comply.
However, resources are usually limited.

Two versions of a request refusal are shown in Figure 7.4. A magazine writer
requested salary information for an article, but this information could not be
released. The ineffective version begins with needless information that could be
implied. The second paragraph creates a harsh tone with such negative words as
sorry, must refuse, violate, and liable. Since the refusal precedes the explanation, the
reader probably will not be in a receptive frame of mind to accept the reasons for
refusing. Notice, too, that the bad news is emphasized by its placement in a short

138 Chapter 7: Negative Writing Situations NEL

FIGURE 7.4 | Refusing an External Favour Request

DRAFT Salary Information Request

January 15,
2018

<[email protected]>
<[email protected]>

States obvious Salary Information Request
information
Sounds harsh, blunt, Dear Ms. Marcus:
and unnecessarily
negative I have your email of October 21 in which you request information about the salaries and
Switches tone commissions of our top young salespeople.

REVISION I am sorry to inform you that we cannot reveal data of this kind. I must, therefore, refuse your
request. To release this information would violate our private employee contracts. Such
disclosure could make us liable for damages, should any employee seek legal recourse. I
might say, however, that our salespeople are probably receiving the highest combined salary
and commissions of any salespeople in this eld.

If it were possible for us to help you with your fascinating research, we would certainly be
happy to do so.

Sincerely yours,

Salary Information Request

<[email protected]> January 15, 2018
<[email protected]>

Salary Information Request Buffer shows interest,
Dear Ms. Marcus: and transition sets up
explanation
The article you are now researching for Business Management Weekly sounds fascinating, and we are
attered that you wish to include our organization. We do have many outstanding young salespeople, both Explanation gives
good reasons for
male and female, who are commanding top salaries. refusing request
Subordination and
Each of our salespeople operates under an individual salary contract. During salary negotiations several passive voice used
years ago, an agreement was reached in which both sales staff and management agreed to keep the terms Refusal is softened by
of these individual contracts con dential. Although speci c salaries and commission rates cannot be substitute
released, we can provide you with a ranked list of our top salespeople for the past ve years. Three of the
current top salespeople are under the age of thirty- ve. Closing is pleasant
and forward-looking
Attached is a fact sheet regarding our top salespeople. We wish you every success, and we hope to see
our organization represented in your article.

Cordially,

Lloyd Kenniston
Executive Vice President
Canon Electronics

Attachment: Sales Fact Sheet

NEL Chapter 7: Negative Writing Situations 139

In refusing requests, sentence at the beginning of a paragraph. It stands out and adds more weight to the
avoid a harsh tone or rejection already felt by the reader.
being too explicit; offer
constructive alternatives Moreover, the refusal explanation is overly graphic, containing references to
whenever possible. possible litigation. The tone at this point is threatening and unduly harsh. Then,
suddenly, the author throws in a self-serving comment about the high salary and
commissions of his salespeople. Instead of offering constructive alternatives, the
ineffective version reveals only tiny bits of the desired data. Finally, the closing
sounds too insincere and doesn’t build goodwill.

In the more effective version of this refusal, the opening reflects the writer’s
genuine interest in the request. But it does not indicate compliance. The second sen-
tence acts as a transition by introducing the words salespeople and salaries, repeated
in the following paragraph. Reasons for refusing this request are objectively pre-
sented in an explanation that precedes the refusal. Notice that the refusal (Although
specific salaries and commission rates cannot be released) is a subordinate clause in
a long sentence in the middle of a paragraph. To further soften the blow, the letter
offers an alternative. The cordial closing refers to the alternative, avoids mention of
the refusal, and looks to the future.

DEALING WITH DISAPPOINTED CUSTOMERS. Businesses must occasionally
respond to disappointed customers. Whenever possible, these problems should be
dealt with immediately and personally. Most business professionals strive to control
the damage and resolve such problems in the following manner:10

• Call or email the individual immediately.
• Describe the problem and apologize.
• Explain why the problem occurred, what they are doing to resolve it, and how

they will prevent it from happening again.

• Promote goodwill by following up with a print message that documents the

phone call.

Written messages are important (a) to communicate when personal contact is
impossible, (b) to establish a record of the incident, (c) to formally confirm follow-
up procedures, and (d) to promote good relations.

A bad-news follow-up letter is shown in Figure 7.5. Consultant Jane Moffatt
found herself in the embarrassing position of explaining why she had given out the
name of her client to a salesperson. The client, Premier Resources International,
had hired her firm, Azad Consulting Associates, to help find an appropriate service
for outsourcing its payroll functions. Without realizing it, Jane had mentioned to
a potential vendor (QuickPay Services, Inc.) that her client was considering hiring
an outside service to handle its payroll. An overly eager salesperson from QuickPay
Services immediately called on Premier, thus angering the client.

Jane first called her client to explain and apologize. She was careful to con-
trol her voice and rate of speaking. She also followed up with the letter shown in
Figure 7.5. The letter not only confirms the telephone conversation but also adds
the right touch of formality. It sends the nonverbal message that the writer takes
the matter seriously and that it is important enough to warrant a hard-copy letter.

Many consumer problems are handled with letters, either written by consumers
as complaints or by companies in response. However, email and social networks are
also firmly established channels for delivering complaints and negative messages.

RESPONDING TO NEGATIVE ONLINE POSTS OR REVIEWS. Today’s
impatient, hyperconnected consumers eagerly embrace the idea of delivering their
complaints to social networking sites rather than calling customer service depart-
ments. Why rely on word of mouth or send a letter to a company about poor service
or a defective product when you can jump online and shout your grievance to the
entire world? Today’s consumers are quick to voice their displeasure with negative
posts and reviews via Twitter, Facebook, Yelp, Cruise Critic, and other sites.

140 Chapter 7: Negative Writing Situations NEL

FIGURE 7.5 | Follow-Up Message to Disappointed Client

AZAD CONSULTING ASSOCIATES

7200 Keele St. Voice: (416) 259-0971
Toronto, ON M7A 2B8 Web: www.azadassociates.com

May 7, 2018

Opens with Mr. Carl Bahadur Explains what
agreement and Director, Administrative Operations caused the
apology Premier Resources International problem and
538 North Service Road, Suite 2010 how it was
Takes respon- Oakville, ON L35 2B7 resolved
sibility and
promises to Dear Mr. Bahadur:
prevent
recurrence You have every right to expect complete conﬁdentiality in your transactions with
Closes with an independent consultant. As I explained in yesterday’s telephone call, I am
forward look very distressed that you were called by a salesperson from QuickPay Services, Inc.
This should not have happened, and I apologize to you again for inadvertently
mentioning your company’s name in a conversation with a potential vendor,
QuickPay Services, Inc.

All clients of Azad Consulting are assured that their dealings with our ﬁrm are held
in the strictest conﬁdence. Because your company’s payroll needs are so individual
and because you have so many contract workers, I was forced to explain how your
employees differed from those of other companies. Revealing your company name
was my error, and I take full responsibility for the lapse. I can assure you that it will
not happen again. I have informed QuickPay Services that it had no authorization
to call you directly, and its actions have forced me to reconsider using its services
for my future clients.

A number of other payroll services offer outstanding programs. I’m sure we can ﬁnd
the perfect partner to enable you to outsource your payroll responsibilities, thus
allowing your company to focus its ﬁnancial and human resources on its core
business. I look forward to our next appointment when you may choose from a
number of excellent payroll outsourcing ﬁrms.

Sincerely,

Jane Moffatt Tips for Resolving Problems and Following Up
Partner Whenever possible, call or see the individual
© Cengage Learning involved.
Describe the problem and apologize.
Explain why the problem occurred.
Take responsibility, if appropriate.
Explain what you are doing to resolve it.
Explain what you are doing to prevent recurrence.
Follow up with a message that documents the
personal contact.
Look forward to positive future relations.

How can organizations respond to negative posts and reviews online? Experts
suggest the following pointers:

• Verify the situation. Investigate to learn what happened. If the complaint is legiti-

mate and your organization fouled up, it’s best to fess up. Admit the problem—
using the same channel as the person who made the complaint—and try to
remedy it.

• Respond quickly and constructively. Offer to follow up offline; send your con-

tact information. Be polite and helpful.

• Consider freebies. Suggest a refund or a discount on future services. Dissatisfied

customers often write a second more positive review if they have received a
refund.

NEL Chapter 7: Negative Writing Situations 141

In denying claims, writers • Learn how to improve. Look upon online comments as opportunities for growth
use the reasons-before-
refusal strategy to set and improvement. See complaining customers as real-time focus groups that can
an empathic tone and provide valuable insights.
buffer the bad news.
• Accept the inevitable. Recognize that nearly every business will experience some
Although customer
claims are often granted, negativity, especially on today’s readily accessible social media sites. Do what you
occasionally some can to respond constructively, and then move on.
must be refused.
DENYING CLAIMS. Customers occasionally want something they are not enti-
When refusing customer tled to or something you can’t grant. They may misunderstand warranties or make
claims, explain objectively unreasonable demands. Because these customers are often unhappy with a product
and do not assume or service, they are emotionally involved. Writing or saying no to emotionally
that the customer is involved receivers will probably be your most challenging communication task.
foolish or dishonest. As publisher Malcolm Forbes once observed, “To be agreeable while disagreeing—
that’s an art.”11
OFFICE
INSIDER Fortunately, the reasons-before-refusal plan helps you be empathic and artful in
breaking bad news. Obviously, in denial letters you will need to adopt the proper
“As soon as you realize there tone. Don’t blame customers, even if they are at fault. Avoid “you” statements that
is a problem, let your client sound preachy (You would have known that cash refunds are impossible if you had
know by phone or, if pos- read your contract). Use neutral, objective language to explain why the claim must
sible, in person. It’s better to be refused. Consider offering resale information to rebuild the customer’s confi-
let them hear bad news from dence in your products or organization.
you than to discover it on
their own because it estab- Messages responding to claims that can’t be approved because the customer or
lishes your candour.” employee is mistaken, misinformed, unreasonable, or possibly even dishonest are
essentially delivering negative news. As you’ve learned, the indirect strategy com-
municates negative news with the least pain. It also allows the sender to explain
why the claim must be refused before the reader realizes the bad news and begins
resisting.

In the email shown in Figure 7.6, the writer denies a customer’s claim for the
difference between the price the customer paid for speakers and the price she saw
advertised locally (which would have resulted in a cash refund of $151). While
Premier Sound Sales does match any advertised lower price, the price-matching
policy applies only to exact models. This claim must be rejected because the adver-
tisement the customer submitted shows a different, older speaker model.

The email to Stephen Dominique opens with a buffer that agrees with a statement
in the customer’s letter. It repeats the key idea of product confidence as a transition
to the second paragraph. Next comes an explanation of the price-matching policy.
The writer does not assume that the customer is trying to pull a fast one. Nor does
the writer suggest that the customer is a dummy who didn’t read or understand the
price-matching policy.

The safest path is a neutral explanation of the policy along with precise distinc-
tions between the customer’s speakers and the older ones. The writer also gets a
chance to resell the customer’s speakers and demonstrate what a quality product
they are. By the end of the third paragraph, it’s evident to the reader that her claim
is unjustified.

Notice how most of the components in an effective claim refusal are woven
together in this letter: buffer, transition, explanation, and pleasant closing. The only
missing part is an alternative, which was impossible in this situation.

Bad news, whether 7.5 Writing Negative Messages for Internal
delivered in person or Situations
in writing, is usually
better received when A tactful tone and a reasons-first approach help preserve friendly relations with
reasons are given first. customers. These same techniques are useful when delivering bad news within orga-
nizations. Interpersonal bad news might involve telling the boss that something
went wrong or confronting an employee about poor performance. Organizational

142 Chapter 7: Negative Writing Situations NEL

FIGURE 7.6 | Refusing a Claim

Combines Melanie Tang <[email protected]> Buffer
agreement Stephen Dominique <[email protected]> Reasons
with resale
Explains price- Your Inquiry About CyberSeries II Speakers Implied refusal
matching policy Dear Mr. Dominique: Positive closing
and how reader’s You’re absolutely right. We sell the nest surround sound speakers at rock-bottom prices.
purchase is The CyberSeries II home theater speaker system that you purchased last month comes with
different from premier concert hall speakers.
lower-priced We have such con dence in our products and prices that we offer the price-matching policy
model you mention in your email of March 15. That policy guarantees a refund of the price
Without actually difference if you see one of your purchases offered at a lower price for 30 days after your
saying no, shows purchase. To qualify for that refund, customers are asked to send us an advertisement or
why reader’s veri able proof of the product price and model. As our website states, this price-matching
claim cannot policy applies only to exact models with Canadian warranties.
be honoured The CyberSeries II speaker set sells for $999.95. You sent us a local advertisement showing
Builds reader’s a price of $899.95 for CyberSeries speakers. This advertisement, however, describes an
con dence in earlier version, the CyberSeries I. The set you received has a wider dynamic range and
wisdom of smoother frequency response than the CyberSeries I set. It is also 20 percent more compact
purchase than the CyberSeries I. Naturally, the advanced model you purchased costs a little more
Continues than the older Series I model.
resale; looks You bought the nest compact speakers on the market, Mr. Dominique. If you haven’t
forward to installed them yet, you may be interested in ceiling mounts and other accessories, shown
future business on our website at http://premiersound.ca/cyberseriesII and available at competitive prices.
We value your business and invite your continued comparison shopping.
© Cengage Learning Sincerely,
Melanie Tang, Senior Product Manager
PREMIER SOUND SALES

5920 Jasper Boulevard | Edmonton, AB T2C 2A6 | Tel: 780-499-2341 | web: www.premiersound.ca

bad news might involve declining profits, lost contracts, harmful lawsuits, public OFFICE
relations controversies, and changes in policy. Generally, bad news is better received INSIDER
when reasons are given first. Within organizations, you may find yourself giving bad
news in person or in writing. “Any message beginning
with ‘you’ when talking to a
7.5a Delivering Bad News in Person coworker is best avoided—it
comes across as shaking
When you have the unhappy responsibility of delivering bad news, decide whether your finger at the person,
the negative information is newsworthy. For example, trivial, noncriminal mistakes and no one wants to feel like
or one-time bad behaviours are best left alone. However, fraudulent travel claims, he or she is talking to their
consistent hostile behaviour, or failing projects must be reported.12 For example, mother! Better choices are
you might have to tell the boss that the team’s computer crashed, losing all its ‘Can we…?’ or ‘Let’s…’”
important files. As a team leader or supervisor, you might be required to confront
an underperforming employee. If you know that the news will upset the receiver, When you must deliver bad
the reasons-first strategy is most effective. When the bad news involves one person news in person, be sure to
or a small group nearby, you should generally deliver that news in person. Here are gather all the information,
pointers on how to do so tactfully, professionally, and safely:13 prepare, and rehearse.

• Gather all the information. Cool down and have all the facts before marching in

on the boss or confronting someone. Remember that every story has two sides.

NEL Chapter 7: Negative Writing Situations 143

Internal request refusals • Prepare and rehearse. Outline what you plan to say so that you are confident,
focus on explanations
and praise, maintaining coherent, and dispassionate.
a positive tone, and
offering alternatives. • Explain: past, present, future. If you are telling the boss about a problem such

as the computer crash, explain what caused the crash, the current situation, and
how and when you plan to fix it.

• Consider taking a partner. If you fear a “shoot the messenger” reaction, espe-

cially from your boss, bring a colleague with you. Each person should have a
consistent and credible part in the presentation. If possible, take advantage of
your organization’s internal resources. To lend credibility to your view, call on
auditors, inspectors, or human resources experts.

• Think about timing. Don’t deliver bad news when someone is already stressed or

grumpy. Experts also advise against giving bad news on Friday afternoon when
people have the weekend to dwell on it.

• Be patient with the reaction. Give the receiver time to vent, think, recover, and

act wisely.

7.5b Refusing Workplace Requests

Occasionally, managers must refuse requests from employees. In Figure 7.7 you see
the first draft and revision of a message responding to a request from a key spe-
cialist, Melvin Arroyo. He wants permission to attend a conference. However, he
can’t attend the conference because the timing is bad; he must be present at budget
planning meetings scheduled for the same two weeks. Normally, this matter would
be discussed in person. However, Melvin has been travelling among branch offices,
and he just hasn’t been in the office recently.

The vice president’s first inclination was to send a quick email, as shown in
the Figure 7.7 draft, and “tell it like it is.” However, the vice president realized that
this message was going to hurt and that it had possible danger areas. Moreover, the
message misses a chance to give Melvin positive feedback. An improved version of
the email starts with a buffer that delivers honest praise (pleased with the excep-
tional leadership you have provided and your genuine professional commitment).
By the way, don’t be stingy with compliments; they cost you nothing. The buffer
also includes the date of the meeting, used strategically to connect the reasons that
follow.

The middle paragraph provides reasons for the refusal. Notice that they focus
on positive elements: Melvin is the specialist; the company relies on his expertise;
and everyone will benefit if he passes up the conference. In this section it becomes
obvious that the request will be refused. The writer is not forced to say No, you may
not attend. Although the refusal is implied, the reader gets the message.

The closing suggests a qualified alternative (if our workloads permit, we will
try to send you then). It also ends positively with gratitude for Melvin’s contribu-
tions to the organization and with another compliment (you’re a valuable player).
The improved version focuses on explanations and praise rather than on refusals
and apologies. The success of this message depends on sincerity and attention to the
entire writing process, not just on using a buffer or scattering a few compliments
throughout.

7.5c Announcing Negative News to Employees

In the social media age, damaging information can rarely be contained for long.
Executives can almost count on it to be leaked. Corporate officers who fail to com-
municate effectively and proactively may end up on the defensive, facing an uphill
battle to limit the damage. Many of the techniques used to communicate bad news

144 Chapter 7: Negative Writing Situations NEL

FIGURE 7.7 | Refusing an Internal Request

DRAFT

Louisa K. Bilman <[email protected]> Announces the bad news
Melvin Arroyo <marroyo[email protected]> too quickly and painfully

Request Gives reasons, but includes a
potentially dangerous statement
This is to let you know that attending that conference in October, Melvin, is out of the question. about the “shaky” system
Perhaps you didn’t remember that budget planning meetings are scheduled for that month.
We really need your expertise to help keep the updating of our telecommunications network on Overemphasizes the
schedule. Without you, the entire system—which is shaky at best—might fall apart. I’m really refusal and apology
sorry to have to refuse your request to attend the conference. I know this is small thanks for
the ne work you have done for us. Please accept our humble apologies. Makes a promise that might
In the spring I’m sure your work schedule will be lighter, and we can release you to attend a be dif cult to keep
conference at that time.

REVISION

Louisa G. Bilman <[email protected]>
Melvin Arroyo <[email protected]>

Buffer: Includes Your Request to Attend October Conference
sincere praise
The entire Management Council and I are pleased with the exceptional leadership you have
Transition: Uses date provided in setting up video transmission to our regional of ces. Because of your genuine
to move smoothly from professional commitment, Melvin, I can understand your desire to attend the conference of Tele-
buffer to reasons Comm Canada 2018 from October 23-27 in Halifax.

Reasons: Explains why The last two weeks in October have been set aside for budget planning. As you and I know,
refusal is necessary we have only scratched the surface of our teleconferencing projects for the next ve years.
Because you are the specialist and we rely heavily on your expertise, we need you here for
Bad news: Implies refusal these planning sessions.

Closing: Contains realistic If you are able to attend a similar conference in the spring and if our workloads permit, we
alternative will try to send you then. You are our most valuable team member, Melvin, and we are grateful
for the quality leadership you provide to the entire Information Systems team.
© Used with permission from Microsoft

in person are useful when organizations face a crisis or must deliver negative news
to their workers and other groups.

KEEP COMMUNICATION OPEN AND HONEST. Smart organizations in
crisis prefer to communicate the news openly to employees and other stakeholders.
A crisis might involve serious performance problems, a major relocation, massive
layoffs, a management shakeup, or public controversy. Instead of letting rumours
distort the truth, managers ought to explain the organization’s side of the story
honestly and promptly.

NEL Chapter 7: Negative Writing Situations 145

WRITING PLAN FOR ANNOUNCING NEGATIVE NEWS
TO EMPLOYEES

• Buffer: Start with a neutral or positive statement that transitions

to the reasons for the bad news. Consider opening with the best
news, a compliment, appreciation, agreement, or solid facts. Show
understanding.

• Reasons: Explain the logic behind the bad news. Provide a rational

explanation using positive words and displaying empathy. If possible,
mention reader benefits.

• Bad news: Position the bad news so that it does not stand out. Be

positive, but don’t sugar-coat the bad news. Use objective language.

• Closing: Provide information about an alternative, if one exists. If

appropriate, describe what will happen next. Look forward positively.

The indirect strategy CHOOSE THE BEST COMMUNICATION CHANNEL. Morale can be destroyed
is unethical only if when employees learn of major events affecting their jobs through the grapevine
the writer intends to or from news accounts—rather than from management. When bad news must be
deceive the reader. delivered to individual employees, management may want to deliver the news per-
sonally. With large groups, however, this is generally impossible. Instead, organiza-
tions deliver bad news through multiple channels, ranging from hard-copy memos
to digital media. Such messages can take the form of intranet posts, emails, videos,
webcasts, internal as well as external blogs, and voice mail.

DRAFT A NEGATIVE NEWS INTRANET POST. The draft of the intranet blog
post shown in Figure 7.8 announces a substantial increase in the cost of employee
health care benefits. However, the message suffers from many problems. It announces
jolting news bluntly in the first sentence. Worse, it offers little or no explanation for
the steep increase in costs. It also sounds insincere (We did everything possible…)
and arbitrary. In a final miscue, the writer fails to give credit to the company for
absorbing previous health cost increases.

REVISE YOUR INTRANET POST. The revision of this negative news mes-
sage uses the indirect strategy and improves the tone considerably. Notice that it
opens with a relevant, upbeat buffer regarding health care—but says nothing about
increasing costs. For a smooth transition, the second paragraph begins with a key
idea from the opening (comprehensive package). The reasons section discusses rising
costs with explanations and figures. The bad news (you will be paying $119 a
month) is clearly presented but embedded within the paragraph. Throughout, the
writer strives to show the fairness of the company’s position. The ending, which
does not refer to the bad news, emphasizes how much the company is paying and
what a wise investment it is.

The entire message demonstrates a kinder, gentler approach than that shown in
the first draft. Of prime importance in breaking bad news to employees is providing
clear, convincing reasons that explain the decision. Parallel to this internal blog post,
the message was also sent by email. In smaller companies in which some workers
do not have company email, a hard-copy memo would be posted prominently on
bulletin boards and in the lunchroom.

7.5d Keeping the Indirect Strategy Ethical

You may worry that the indirect strategy is unethical or manipulative or contains a
lie because the writer deliberately delays the main idea. But consider the alternative.

146 Chapter 7: Negative Writing Situations NEL

FIGURE 7.8 | Announcing Negative News to Employees

DRAFT x

Beginning January 1 your monthly payment for health care bene ts will be increased $119 a Hits readers with
month for a total payment of $639 for each employee. bad news without
any preparation
Every year health care costs go up. Although we considered dropping other bene ts, Fairchild Offers no explanation
decided that the best plan was to keep the present comprehensive package. Unfortunately, we can’t for increase; sounds
do that unless we pass along some of the extra cost to you. Last year the company was forced to defensive and arbitrary
absorb the total increase in health care premiums. However, such a plan this year is inadvisable. Fails to take
credit for absorbing
We did everything possible to avoid the sharp increase in costs to you this year. A rate previous increases
schedule describing the increases in payments for your family and dependents is enclosed.

REVISION >

FAIRCHILD
INDUSTRIES, INC.

+ Invite someone to this workspace + Schedule a meeting + Upload ﬁles + Create an Ofﬁce document + Add a task + Add a whiteboard

Overview Whiteboards Tasks Discussions Files Meetings People News

Begins with News >> News From HR — Maintaining Quality Health Care
positive buffer Health care programs have always been an important part of our
Explains why News from HR SS commitment to employees at Fairchild Industries, Inc. We are proud
costs are rising 45 that our total bene ts package continues to rank among the best in
Reveals bad news Sitemap 11 12 the country and complies with recent government regulations.
clearly but embeds 18 19 Such a comprehensive package does not come cheaply. In the last
it in paragraph Calendar 25 26 decade, health care costs alone have risen over 300 percent. We are
told that several factors fuel the cost spiral: an aging population,
Ends positively by January 2016 technology improvements, the increased cost of patient services,
stressing the company’s and “defensive” medicine practiced by doctors to prevent lawsuits.
major share of the MT W T F Just two years ago, our monthly health care cost for each employee
costs 123 was $515. It rose to $569 last year. We were able to absorb that jump
without increasing your contribution. But this year’s hike to $639
6 7 8 9 10 forces us to ask you to share the increase. To maintain your current
13 14 15 16 17 health care bene ts, you will be paying $119 a month. The enclosed
20 21 22 23 24 rate schedule describes the costs for families and dependents.
27 28 29 30 31

My Calendar

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Breaking bad news bluntly can cause pain and hard feelings. By delaying bad news,
you soften the blow somewhat, as well as ensure that your reasoning will be read
while the receiver is still receptive. Your motives are not to deceive the reader or to
hide the news. Rather, your goal is to be a compassionate, yet effective, communicator.

The key to ethical communication lies in the motives of the sender. Unethical
communicators intend to deceive. For example, Victoria’s Secret, the clothing and
lingerie chain, once offered free $10 gift certificates. However, when customers tried
to use the certificates, they found that they were required to make a minimum pur-
chase of $50 worth of merchandise.14 For this misleading, deceptive, and unethical
offer, the chain paid a $100,000 fine. Although the indirect strategy provides a set-
ting in which to announce bad news, it should not be used to avoid or misrepresent
the truth.

NEL Chapter 7: Negative Writing Situations 147

SUMMARY OF LEARNING OBJECTIVES

7.1 Explain the goals of business communicators when (c) extend good wishes, (d) anticipate future business,
conveying negative news. or (e) offer resale information or a sales promotion.

• Explain clearly and completely while projecting a 7 .4 Write negative messages for client/customer situations:
professional image. collections, refusals (e.g., denying requests or claims), and
situations when customers are disappointed.
• Convey empathy, sensitivity, and fairness.
• In rejecting requests for favours, money, information,
• Maintain friendly relations, especially with customers. and action, follow the bad-news strategy: (a) begin with
a buffer, (b) present valid reasons, (c) explain the bad
7.2 Compare the direct and indirect strategies for communi- news and possibly an alternative, and (d) close with
cating negative news. good feelings and a positive statement.

• Use the direct strategy, with the bad news first, when • To deal with disappointed customers in print, (a) call
the news is not damaging, when the receiver may over- or email the individual immediately; (b) describe the
look it, when the organization or receiver prefers direct- problem and apologize; (c) explain why the problem
ness, or when firmness is necessary. occurred, what you are doing to resolve it, and how you
will prevent it from happening again; and (d) promote
• Use the indirect strategy, with a buffer and explanation goodwill with a follow-up message.
preceding the bad news, when the bad news is person-
ally upsetting, when it may provoke a hostile reaction, • To handle negative posts and reviews online, (a) verify
when it threatens the customer relationship, and when the situation, (b) respond quickly and constructively,
the news is unexpected. (c) consider giving freebies such as refunds or discounts,
(d) learn to improve by considering people who made
• To avoid being unethical, never use the indirect method negative comments as real-time focus groups, and
to deceive or manipulate the truth. (e) be prepared to accept the inevitable and move on.

7.3 Describe the components of effective indirect negative • To deny claims, (a) use the reasons-before-refusal plan,
messages, including opening with a buffer, apologizing, (b) don’t blame customers (even if they are at fault),
showing empathy, presenting the reasons, cushioning the (c) use neutral objective language to explain why the
bad news, and closing pleasantly. claim must be refused, and (d) consider offering resale
information to rebuild the customer’s confidence in your
• To soften bad news, start with a buffer such as the best products or organization.
news, a compliment, appreciation, agreement, facts,
understanding, or an apology. 7 .5 Write negative messages for internal situations (e.g.,
employee bad news).
• If you apologize, do it promptly and sincerely. Accept
responsibility but don’t admit blame without con- • To deliver workplace bad news in person, (a) gather all
sulting a superior or company counsel. Strive to project the information; (b) prepare and rehearse; (c) explain the
empathy. past, present, and future; (d) consider taking a partner;
(e) choose the best time to deliver the news; and (f) be
• In presenting the reasons for the bad news, explain patient with the reaction.
clearly, cite reader or other benefits if plausible, explain
company policy if necessary, choose positive words, • In announcing bad news to employees and to the
and strive to show fairness and serious intent. public, strive to keep the communication open and
honest, choose the best communication channel, and
• In breaking the bad news, position it and word it strate- consider applying the indirect strategy.
gically by (a) sandwiching it between other sentences,
(b) presenting it in a subordinating clause, (c) using • Be positive, but don’t sugar-coat the bad news; use
passive-voice verbs to depersonalize an action, objective language.
(d) highlighting whatever is positive, (e) implying the
refusal instead of stating it directly, and (f) suggesting a • Recognize that the indirect strategy, while it does soften
compromise or an alternative. the truth, must, in order to stay ethical, never deny the
truth.
• To close pleasantly, you could (a) suggest a means of
following through on an alternative, (b) offer freebies,

CHAPTER REVIEW

1. When denying a claim from an irate customer who is threatening and overstates the claim, why do you want to remain profes-
sional and fair? (Obj. 1)

2. What is the primary difference between the direct and the indirect strategies? (Obj. 2)
3. When would you be more inclined to use the direct strategy in delivering negative news? (Obj. 2)
4. What is a buffer? Name five or more techniques to buffer the opening of a negative-news message. (Obj. 3)

148 Chapter 7: Negative Writing Situations NEL

5. Why should you apologize to customers if you or your company erred? What is the best way to do it? (Obj. 3)
6. In delivering negative news, what five techniques can be used to cushion that news? (Obj. 3)
7. What is a process used by many business professionals in resolving problems with disappointed customers? (Obj. 4)
8. How can negative online comments be turned into positive growth for an organization? (Obj. 4)
9. How can a subordinate tactfully, professionally, and safely deliver upsetting news personally to a superior? (Obj. 5)
1 0. What are some channels that large organizations may use to deliver bad news to employees? (Obj. 5)
1 1. How is the indirect negative news strategy an ethical strategy? (Obj. 5)

CRITICAL THINKING

1. Communication author Dana Bristol-Smith likens delivering 4. Does bad news travel faster and farther than good news?
bad news to removing a Band-Aid—you can do it slowly or Why? What implications would this have for companies
quickly. She thinks that doing so quickly is better, particu- responding to unhappy customers? (Obj. 4)
larly when companies must give bad news to employees.15
Do you agree or disagree? Why? (Objs. 1, 2) 5. Why might it be a bad idea to be blunt and terse toward
people with a low income when denying them credit?
2. A survey of business professionals revealed that most (Objs. 1, 2)
respondents reported that every effort should be made to
resolve business problems in person. Why is this logical? 6. Why is the “reasons” section of a negative news message
Why is this problematic? (Objs. 1, 2) so important? (Objs. 4, 5)

3. Respected industry analyst Gartner Research issued a 7. Radio Shack infamously fired 400 of its employees by
report naming social networking as one of the top ten “dis- email a number of years ago. More recently, the CEO of
ruptive” (innovative, game-changing) influences shaping electric-car manufacturer Tesla, Elon Musk, used his blog
information technology today.16 To what degree should to announce layoffs. Why would most business com-
organizations fear websites where consumers post nega- munication and management experts frown upon such
tive messages about products and services? What actions b ehaviour? Do you agree or disagree with these experts?
can companies take in response to this disruptive influ- (Objs. 1, 4, 5)
ence? (Objs. 3, 4)

ACTIVITIES AND CASES

7.1 REQUEST REFUSAL: PINK DRAGONS SINK APPLICATION
(OBJS. 1–4)

Shopify, the Ottawa-based ecommerce company, prides itself on its commitment to employees
who receive generous benefits and enjoy a supportive corporate culture. This core value may
have contributed to the company’s ranking as the top place to work in Canada.17 The soft-
ware giant is also known for its community involvement and corporate social responsibility
efforts. This is why, like most large companies, Shopify receives many requests for sponsor-
ships of charity events and community projects. True to its innovative spirit, the software
company has streamlined the application process by providing an online sponsorship request
form at its website.

You work in Corporate Affairs/Community Relations at Shopify and periodically help decide
which nonprofits will obtain support. Just yesterday you received an email from the Pink
Dragons of Ottawa-Hull, a dragon boat racing team of breast cancer survivors. The ancient
Chinese sport has spread around the globe with competitions held not only in Asia but also in
many Western countries. Dragon boat racing has gained popularity in North America among
breast cancer patients who bond with fellow survivors, engage in healthy competition, and
exercise regularly on the water. Synchronicity and technique are more important than brute
strength, which is the main reason even recreational paddlers enjoy this fast-growing water
sport.

The newly formed survivor team would like Shopify to sponsor a dragon boat festival in
Toronto in less than a month, an event potentially drawing at least 20 survivor teams that
would compete against each other. Your company is already funding several cancer charities
and has a policy of sponsoring many causes. Naturally, no corporate giving program has infi-
nite funds, nor can it green-light every request. Shopify steers clear of religious, political, and
sexually explicit events. The team judging the sponsorship entries wants to ensure that each

NEL Chapter 7: Negative Writing Situations 149

proposal reaches audiences affiliated with Shopify. Most important, applicants must submit
their requests at least six weeks before the event.

Your Task. As a junior staff member in Corporate Affairs/Community Relations, write an
email to Pink Dragon captain Josephine Rosa ([email protected]) refusing her initial
request and explaining the Shopify sponsorship philosophy and submission rules.

7.2 CLAIM DENIAL: LOST IN FLIGHT (OBJS. 1–4)

Air Transat has an unhappy customer. Genna Frymoyer-Morris flew from Montreal to Lisbon.
The flight stopped briefly at the Ponta Delgada International Airport in the Azores, where she
got off the plane for half an hour. When she returned to her seat, her $500 prescription reading
glasses were gone. She asked the flight attendant where the glasses were, and the attendant
said they probably were thrown away since the cleaning crew had come in with big bags and
tossed everything left on the plane in them.

Ms. Frymoyer-Morris tried to locate the glasses through the airline’s lost-and-found service,
but she failed. Then she wrote a strong letter to the airline demanding reimbursement for the
loss. She felt that it was obvious that she was returning to her seat. The airline, however,
knows that a large number of passengers arriving at hubs switch planes for their connecting
flights. The airline does not know who is returning. What’s more, flight attendants usually
announce that the plane is continuing to another city and that passengers who are returning
should take their belongings. Cabin cleaning crews speed through planes removing newspa-
pers, magazines, leftover foods, and trash. Airlines feel no responsibility for personal items
left in cabins.

Your Task. As a staff member of the customer relations department of Air Transat, deny
the customer’s claim but retain her goodwill using techniques learned in this chapter. The
airline never refunds cash, but it might consider travel vouchers for the value of the glasses.
Remember that apologies cost nothing. Write a claim denial to Ms. Genna Frymoyer-Morris,
1805 Rue du Chemin, Mont Tremblant, QC J8E 0A3.

7.3 CUSTOMER NEGATIVE NEWS: COSTLY SUV UPGRADE (OBJ. 4)

Steven Chan, a consultant from Regina, Saskatchewan, was surprised when he picked up his
rental car from Budget at the Calgary airport over Easter weekend. He had reserved a full-size
car, but the rental agent told him he could upgrade to a Ford Excursion for an additional $25
a day. “She told me it was easy to drive,” Mr. Chan reported. “But when I saw it, I realized it
was huge—like a tank. You could fit a full-size bed inside.”

On his trip Mr. Chan managed to scratch the paint and damage the rear-door step. He
didn’t worry, though. He thought the damage would be covered because he had charged the
rental on his American Express card. He knew that the company offered backup car rental
insurance coverage. To his dismay, he discovered that its car rental coverage excluded large
SUVs. “I just assumed they’d cover it,” he confessed. He wrote to Budget to complain about
not being warned that certain credit cards may not cover damage to large SUVs or luxury
cars.

Budget agents always encourage renters to sign up for Budget’s own “risk product.” They
don’t feel that it is their responsibility to study the policies of customers’ insurance carriers
and explain what may or may not be covered. Moreover, they try to move customers into
their rental cars as quickly as possible and avoid lengthy discussions of insurance coverage.
Customers who do not purchase insurance are at risk. Mr. Chan does not make any claim
against Budget, but he is upset about being “pitched” to upgrade to the larger SUV, which
he didn’t really want.18

Your Task. As a member of the customer care staff at Budget, respond to Mr. Chan’s
c omplaint. Budget obviously is not going to pay for the SUV repairs, but it does want to
s alvage his goodwill and future business. Offer him a coupon worth two days’ free rental of
any full-size sedan. Write to Steven Chan, 201–548 Hillsdale Street, Regina, SK S32 0A2.

Visit MindTap for a variety of videos, additional exercises, activities, and quizzes to
support your learning.

150 Chapter 7: Negative Writing Situations NEL

Business Reports U N I T

04and Proposals

CHAPTER 8
Informal Reports
CHAPTER 9
Proposals and
Formal Reports

Jacob Lund/Shutterstock.com
NEL

COMMUNICATION TECHNOLOGY IN THE NEWS

Advancing Sustainability Reporting in Canada

Kathrin Bohr, Toronto Sustainability Speaker Series: CSR Reporting, August 23, 2016

Two years ago Stakeholder Research Associates Interestingly, we also observed a decrease in the
(SRA) conducted a study into the state of sustain- number of companies using the Global Reporting
ability reporting in Canada. At that time we found Initiative (GRI) guidelines, with 50% referencing
that 42%, or fewer than half of Canadian compa- the GRI in 2016, down from 71% two years prior.
nies listed on the TSX Composite Index publicly dis- It’s not clear the cause of this drop. It could be the
closed environmental, social and governance (ESG) result of “GRI fatigue” following the release of the
information. We recently repeated our research and GRI G4 Guidelines in 2013, which asked reporters
found that, in 2016, 56% of companies listed on to up their “materiality” approach while resetting
the Index provided some form of ESG disclosure, an report goal posts—a fatigue that may well be com-
increase of 14% compared to 2014. Our research pounded by the release of new GRI Standards later
also showed an increase in the number of compa- this year. Another view suggests that listed com-
nies that included ESG information in their annual panies increasingly are understanding the need for
reports—55% in 2016 compared to 52% in 2014. and value of ESG disclosure to investors and other
stakeholders, and are only now taking first tenta-
At first glance this appears to be a positive trend. tive steps on their disclosure journey. Just as it did
However, our review suggests that while the number for Canadian reporters 20 years ago, it is our hope
of companies providing ESG information increased that comprehensive, guidance-based, value-creating
over two years, reporting quality did not. Certainly reporting framework will follow for this new wave
a number of Canadian companies continue to dem- of reporters.
onstrate best practices, among them, Teck, Telus,
Bombardier, TD for example. But many listed com- What we know is that sustainability reporting in
panies short change investors and other stakeholders, Canada has plateaued. Yet, our conversations with
offering woefully inadequate public disclosure, pro- reporters tell us that there is an appetite for a re-
viding but a few web pages on a handful of topics energized community and a desire to realize the full
that fail to tell a cohesive and complete story of the value of ESG disclosure.
company’s ESG impacts, let alone progress toward
measured reduction of those impacts.

Summarize the article you’ve just read in a two- to three-sentence paragraph. Answer the following questions, either
on your own or in a small group. Be prepared to present your answers in a short presentation or in an email to your
instructor.

QUESTIONS: 3. Come up with pro and con arguments for the fol-
lowing debate/discussion topic: Large as well as
1. How does what you’ve learned in this article change small- and medium-size Canadian companies should
your perception of business communication? be required to publish annual sustainability reports.

2. How might what you’ve learned in this article change
your own communication style?

152 NEL

Informal Reports 8C H A P T E R

OBJECTIVES

After studying this chapter,
you should be able to

8.1 Explain informational
and analytical business
report functions and
organization.

8.2 Describe typical report
formats including
heading levels.

8.3 Determine the problem
to be addressed and
the report’s purpose.

8.4 Write informal
informational reports.

8.5 Write informal
analytical reports.

jacoblund/istock by Getty Images

8.1 The Function and Organization of Informal
Reports

Good report writers are skilled at simplifying facts so that anyone can understand
them. Collecting information and organizing it clearly and simply into meaningful
reports are skills that all successful businesspeople today require. In this digital age
of information, reports play a significant role in helping decision makers solve prob-
lems. You can learn to write and design good reports by examining basic techniques
and by analyzing appropriate models.

Because of their abundance and diversity, business reports are difficult to define.
They may range from informal email trip reports to formal 200-page financial fore-
casts. Some reports may be presented orally in front of a group using PowerPoint,
while other reports appear as emails, memos, or in template forms. Still others con-
sist primarily of numerical data, such as tax reports or profit-and-loss statements.

Although reports vary in length, content, format, organization, and level of for-
mality, they all have one common purpose: they are organized attempts to answer
business questions and solve business problems in writing or in presentation format.
Reports are informal when the information included in them deals with routine
or recurring events, or when decisions taken based on the report have a relatively

NEL 153

Informal reports are low financial threshold. Decisions with large budgets attached usually come after a
relatively short (under ten formal report has been researched and presented; you’ll look at formal reports in
pages) and are usually Chapter 9.
written in memo or letter
format. Sometimes, they 8.1a Functions of Reports
are attached to emails
or presented in the body Most reports can be classified into two functional categories: information reports
of the email itself if the and analytical reports.
context is quite informal.
INFORMATION REPORTS. Reports that present data without analysis or recom-
How you format a mendations are primarily informational. Although writers collect and organize facts,
report depends on its they are not expected to analyze the facts (i.e., say what the facts mean) for readers.
length, topic, audience, A trip report describing an employee’s visit to a conference, for example, simply
and purpose. presents information. Other reports that present information without analysis could
involve routine operations (e.g., an incident report in a fast-food restaurant), compli-
ance with regulations (e.g., a status update on a new government regulation rollout
in a bank), or company policies and procedures (e.g., a status update on employee
reaction to enforcement of a new company policy in a manufacturing company).

ANALYTICAL REPORTS. Reports that provide analysis and conclusions as well
as data are analytical. If requested, writers also supply recommendations. Analysis
is the process of breaking down a problem into its parts in order to understand it
better and solve it (e.g., each time you write an outline, as shown in Figure 3.2 on
page 49, you are analyzing a problem). Analytical reports attempt to provide the
insight necessary to persuade readers to act or change their opinions. For example,
a recommendation report that compares several potential locations for an employee
fitness club might recommend one site, but not until after it has analyzed and dis-
cussed the alternatives. This analysis should persuade readers to accept the writer’s
choice. Similarly, a feasibility report that analyzes the ability of a private chef school
to open a satellite campus in a nearby city will either say yes this can be done or no
it can’t, but it will also discuss the alternative course of action.

8.1b Report Organization

Like routine, persuasive, or negative messages, reports may be organized using the
direct or indirect method. The reader’s expectations and the content of a report
determine its pattern of development, as shown in Figure 8.1.

DIRECT STRATEGY. When the purpose for writing is presented close to the begin-
ning, the organizational strategy is direct. Information reports are usually arranged
directly. They open with an introduction, followed by the facts, which may be listed
using headings for greater readability, and a summary.

Analytical reports may also be organized directly, especially when readers are
supportive or are familiar with the topic. Many busy executives prefer this pat-
tern because it gives them the results of the report immediately. They don’t have to
spend time wading through the facts, findings, discussion, and analyses to get to the
two items they are most interested in—the conclusions and recommendations. You
should be aware, though, that unless readers are familiar with the topic, they may
find the direct pattern confusing. Some readers prefer the indirect pattern because it
seems logical and mirrors the way we solve problems.

INDIRECT STRATEGY. When the conclusions and recommendations, if requested,
appear at the end of the report, the organizational pattern is indirect. Such reports
usually begin with an introduction or description of the problem, followed by facts
and interpretation from the writer. They end with conclusions and recommenda-
tions. This pattern is helpful when readers are unfamiliar with the problem. It is

154 Chapter 8: Informal Reports NEL

FIGURE 8.1 | Audience Analysis and Report Organization

If readers are If readers If readers are If readers need If readers need If readers may
informed are eager to have supportive to be educated to be persuaded be disappointed

results ﬁrst or hostile

Direct Strategy Indirect Strategy

Informational Analytical Analytical
Report Report Report

Introduction/Background Introduction/Problem Introduction/Problem
Facts/Findings
Facts/Findings Conclusions/
Recommendations Discussion/Analysis
Summary
Facts/Findings Conclusions/
Recommendations
Discussion/Analysis

also useful when readers must be persuaded or when they may be disappointed in or
hostile toward the report’s findings. The writer is more likely to retain the reader’s
interest by first explaining, justifying, and analyzing the facts and then making rec-
ommendations. This pattern also seems most rational to readers because it follows
the normal thought process: problem, alternatives (facts), solution.

8.2 Informal Formats and Headings

The design of a report should be visually appealing and professional-looking. The
report should include a hierarchy of meaningful headings that highlight major
points, allowing readers to see the flow of ideas. Some organizations use templates
and reporting software to standardize the look of their reports.

8.2a Typical Report Formats

The format of a report is governed by its length, topic, audience, and purpose. After
considering these elements, you will probably choose from among the following
seven formats.

ELECTRONIC FORMAT. In today’s less formal workplace, informal reports are
often sent as emails. The report is either written in the body of the email, or it is
attached to the email as a memo, a letter, or a PowerPoint deck. Increasingly, busi-
nesses encourage employees to upload reports to the company intranet or sharing
software (e.g., Google Docs) or cloud-based storage, especially for team-based
writing.

NEL Chapter 8: Informal Reports 155

LETTER FORMAT. Use letter format for short (usually eight or fewer pages),
informal reports addressed outside an organization. Prepared using a company’s
letterhead, a letter report, like the one in Figure 8.2, contains a date, inside address,
salutation, and complimentary close. Although this format may carry information
similar to that found in correspondence, letter reports usually are longer and show
more careful organization than most letters. They also include headings.

FIGURE 8.2 | Informational Report: Email Cover With Letter Attachment

Dear Ms. Cummins: Uses formal salutation in an
email to a customer
As you requested, I am sending you information that discusses how your homeowners’ Announces attachment
association can provide a free legal services plan for its members. Provides complimentary close
and signature block with contact
Should you have any questions that the attached report does not answer, please let me know. information
My contact information is listed below.

Sincerely,

Gary T. Hryniuk

Gary T. Hryniuk, Executive Director
Premier Legal Services
Calgary, AB T2R OL4
(403) 525-9282
[email protected]
www.premierlegal.com

CityHall Premier Legal Services (403) 525-9282
www.premierlegal.com
1221 8th st. SW, Suite 2402
Calgary, AB T2R OL4

September 17, 2018

Uses letterhead stationery Ms. Camilla Cummins
for an informal letter Prairie Arbour Estates
report addressed to 309-10 St., Lethbridge
an outsider AB T1J 2M7
Dear Ms. Cummins:
Presents introduction and As executive director of Premier Legal Services, I’m pleased to send you this
facts without analysis or information describing how your homeowners’ association can sponsor a legal
recommendations services plan for its members. After an introduction with background data,
Arranges facts of report this report will discuss three steps necessary for your group to start its plan.
into sections with
descriptive headings Introduction
Emphasizes bene ts in A legal services plan promotes preventive law by letting members talk to
paragraph headings with lawyers whenever problems arise. Prompt legal advice often avoids or
boldface type prevents expensive litigation. Because groups can supply a ow of business
to the plan’s lawyers, groups can negotiate free consultation, follow-ups,
and discounts.
Two kinds of plans are commonly available. The rst, a free plan, offers free
legal consultation along with discounts for services when the participating
groups are suf ciently large to generate business for the plan’s lawyers.
These plans actually act as a substitute for advertising for the lawyers. The
second common type is the prepaid plan. Prepaid plans provide more bene-

ts, but members must pay annual fees, usually of $200 or more a year.
More than 30 million people are covered by legal services plans today, and a
majority belong to free plans.
Because you inquired about a free plan for your homeowners’ association,
the following information describes how to set up such a program.

Determine the Beneﬁts Your Group Needs
The rst step in establishing a free legal services plan is to meet with the
members of your group to decide what bene ts they want. Typical bene ts
include the following:
Free consultation. Members may consult a participating lawyer—by phone or
in the lawyer’s of ce—to discuss any matter. The number of consultations is
unlimited, provided each is about a separate matter. Consultations are generally
limited to 30 minutes, but they include substantive analysis and advice.
Free document review. Important papers—such as leases, insurance policies,
and installment sales contracts—may be reviewed with legal counsel.
Members may ask questions and receive an explanation of terms.

156 Chapter 8: Informal Reports NEL

FIGURE 8.2 | (Continued)

Identifies second Ms. Camilla Cummins Page 2 September 17, 2018
and succeeding
pages with Discount on additional services. For more complex matters, participating lawyers
headings will charge members 75 percent of the lawyer’s normal fee. However, some
Uses parallel side organizations choose to charge a at fee for commonly needed services.
headings for
consistency and Select the Lawyers for Your Plan
readability Groups with geographically concentrated memberships have an advantage in
forming legal plans. These groups can limit the number of participating lawyers
Includes and yet provide adequate service. Generally, smaller panels of lawyers are
complimentary close advantageous.
and signature Assemble a list of candidates, inviting them to apply. The best way to compare
prices is to have candidates submit their fees. Your group can then compare fee
schedules and select the lowest bidder, if price is important. Arrange to inter-
view lawyers in their of ces.
After selecting an lawyer or a panel, sign a contract. The contract should include
the reason for the plan, what the lawyer agrees to do, what the group agrees to
do, how each side can end the contract, and the signature of both parties. You
may also wish to include references to malpractice insurance, assurance that the
group will not interfere with the lawyer–client relationship, an evaluation form,
a grievance procedure, and responsibility for government lings.

Publicize the Plan to Your Members
Members won’t use a plan if they don’t know about it, and a plan will not be
successful if it is unused. Publicity must be vocal and ongoing. Announce it in
newsletters, yers, meetings, and on bulletin boards.
Persistence is the key. All too frequently, leaders of an organization assume that a
single announcement is all that’s needed. They expect members to see the value
of the plan and remember that it is available. Most organization members, though,
are not as involved as the leadership. Therefore, it takes more publicity than the
leadership usually expects in order to reach and maintain the desired level of
awareness.

Summary
A successful free legal services plan involves designing a program, choosing the
lawyers, and publicizing the plan. To learn more about these steps or to order a
$45 how-to manual, call me at (403) 525-9282.
Sincerely,

Gary T. Hryniuk Tips for Letter Reports
Executive Director • Use letter format for short informal reports sent to outsiders.
GTR:pas • Organize the facts into divisions with consistent headings.
• Single-space the body.
• Double-space between paragraphs.
• Leave two blank lines above each side heading, if space allows.
• Create side margins of 1 to 1.25 inches.
• Start the date 2 inches from the top or one blank line below the

last line of the letterhead.
• Add a second-page heading, if necessary, consisting of the

addressee’s name, the page number, and the date.

MEMO FORMAT. For short informal reports that stay within organizations,
memo format is appropriate. Memo reports begin with essential background infor-
mation, using standard headings: Date, To, From, and Subject. Like letter reports,
memo reports differ from regular memos in length, use of headings, and deliberate
organization. Note that the writer in Figure 8.2 attaches the report to an email mes-
sage, which introduces the attachment.

DIGITAL SLIDE FORMAT. Because reports are often presented within companies
to managers and other employees, it has become quite common today for informal
internal reports to be created as slides in PowerPoint or another presentation

NEL Chapter 8: Informal Reports 157

FIGURE 8.3 | Informal Report Formatted as Slides

ExactTarget
© ExactTarget

ht t p://w w w.e x ac t t arget.com/res ource - center/dig it al-market ing/ inf ogr aphic s/s f f- ger man- dig it al-republic

software. During a presentation, the slides are used to help the presenter discuss the
report. The presenter can also choose to email or otherwise distribute the PowerPoint
deck before the presentation or afterward. An example of an informal report in slide
format is shown in Figure 8.3.

INFOGRAPHICS. Infographics are visual representations of data or information.
They display complex information quickly and clearly, and are easier to understand
than written text. Infographics are also affordable and easily shared on social media
platforms. In fact, a good infographic can go viral when viewers embed and spread
the word about it on their social media networks. Infographics can tell compelling
stories that help all types of organizations attract and inform consumers, as can be
seen in Figure 8.4.

TEMPLATE FORMAT. Templates (either company-produced or available online,
for example, from Microsoft Word) are often used for repetitive data, such as
monthly sales reports, performance appraisals, merchandise inventories, expense
claims, and personnel and financial reports. Standardized headings in these tem-
plates save time for the writer. Templates also make similar information easy to
locate and ensure that all necessary information is provided.

MANUSCRIPT FORMAT. For longer, more formal reports, use manuscript format.
Such reports begin with a title followed by systematically displayed headings and

158 Chapter 8: Informal Reports NEL

FIGURE 8.4 | Informal Report Formatted as Infographic

Public Health Ontario

subheadings. You will see examples of proposals and formal reports using manu-
script format in Chapter 9.

8.2b Effective Report Headings

Headings assist readers in comprehending the organization of a report. Viewers can
see major ideas at a glance. Also, headings provide resting points for the mind and
the eye, breaking up large chunks of text into manageable and readable segments.

Report writers may use functional, talking, or combination headings, examples
of which are shown in Figure 8.5. To create effective report headings, follow these
basic guidelines:

• Use a clear hierarchy of heading levels. A hierarchy refers to the level of impor-

tance of the headings in a document. Some reports have one level of heading and
others may have three. A heading’s placement, size, and font should match those
of the other headings in the same level. Writers may use varying font styles and
sizes, but the hierarchy must be clear to the reader. Remember, too, that reports
are easier to follow when they use not more than three heading levels. Figure 8.6
illustrates the hierarchy of report heading levels.

• Capitalize and emphasize carefully. A writer might choose to use all capital

letters for main titles, such as a report or chapter title. For first- and second-
level headings, they follow the traditional rules for headings: capitalize the first
letter of main words such as nouns, verbs, adjectives, adverbs, and so on. Do
not capitalize articles (a, an, the), conjunctions (and, but, or, nor), and preposi-
tions with three or fewer letters (in, to, by, for) unless they are the first or last
words in the heading. Headings generally appear in bold font, as shown in
Figure 8.6.

• Create grammatically equal heading levels. Create headings that are grammati-

cally equal, or parallel, within the same level. For example, Developing Product
Teams and Presenting Plan to Management are parallel headings; they both

NEL Chapter 8: Informal Reports 159

FIGURE 8.5 | Three Heading Types for Reports

Functional Headings Talking Headings Combination Headings

Background Lack of Space and Cost Introduction: Lack of Parking
Findings Compound Parking Program Reaches Crisis Proportions
Personnel Survey Shows Support for Parking Recommendations:
Production Costs Parking Fees Shuttle and New Structures

FIGURE 8.6 | Hierarchy of Headings in Reports

Capitalizes 2-inch top margin Places major
initial letters of headings in the
main words REPORT, CHAPTER, AND PART TITLES centre
2 blank lines
Starts at left Does not indent
margin The title of a report, chapter heading, or major part (such as CONTENTS or paragraphs
NOTES) should be centred in all caps. If the title requires more than one line, because report
Makes heading arrange it in an inverted triangle with the longest lines at the top. Begin the text is single-
part of paragraph a triple space (two blank lines) below the title, as shown here. spaced

2 blank lines
First-Level Subheading

7 blank line
Headings indicating the rst level of division are centred and bolded. Capitalize
the rst letter of each main word. Whether a report is single-spaced or double-
spaced, most typists triple-space (leaving two blank lines) before and double-space
(leaving one blank line) after a rst-level subheading.

1 blank line
Every level of heading should he followed by some text. For example, we could
not jump from “First-Level Subheading,” shown above, to “Second Level
Subheading,” shown below, without some discussion between.
Good writers strive to develop coherency and uency by ending most sections
with a lead-in that introduces the next section. The lead-in consists of a sentence
or two announcing the next topic.

2 blank line
Second-Level Subheading

Headings that divide topics introduced by rst-level subheadings are bolded and
begin at the left margin. Use a triple space above and a double space after a
second-level subheading. If a report has only one level of heading, use either

rst- or second-level subheading style.
Always be sure to divide topics into two or more subheadings. If you have only
one subheading, eliminate it and absorb the discussion under the previous major
heading. Try to make all headings within a level grammatically equal. For exam-
ple, all second-level headings might use verb forms (Preparing, Organizing, and
Composing) or noun forms (Preparation, Organization, and Composition).
Third-level subheading. Because it is part of the paragraph that follows, a third-
level subheading is also called a “paragraph subheading.” Capitalize only the

rst word and proper nouns in the subheading. Bold the subheading and end it
with a period. Begin typing the paragraph text immediately following the period,
as shown here. Double-space before a paragraph subheading.

160 Chapter 8: Informal Reports NEL

begin with an action word ending in -ing. Development of Product Teams and
Presenting Plan to Management are not parallel headings.

• For short reports use one or two heading levels. In a short report, first-level

headings might be bold and left-aligned; second-level headings might be bold
paragraph headings.

• Include at least one heading per report page, but don’t end the page with a

stand-alone heading. Headings increase the readability and add visual appeal
to report pages. Try to use at least one heading per page to break up blocks of
text and reveal the content’s topic. If a heading at the bottom of a page gets
separated from the text that follows, move that heading to the top of the fol-
lowing page.

• Apply punctuation correctly. Stand-alone bold headings do not require end

punctuation. Paragraph headings, on the other hand, are followed by a period,
which separates them from the text that follows.

• Keep headings short but clear. One-word headings are emphatic but not always

clear. For example, the heading Project does not adequately describe the expec-
tations of a summer internship project at an energy company. A better heading
would be (Company name)’s Internship Expectations. Keep your headings brief
(no more than eight words), but make them meaningful. Clarity is more impor-
tant than brevity.

8.3 Determining the Problem and Purpose OFFICE
in Informal Reports INSIDER

Simple informal reports might not require much research or data analysis; how- A nonprofit organization
ever, complex reports will. Whatever the case, analyzing the problem your report polled 120 businesses to find
addresses and its purpose will keep it on target and determine how much data and out what type of writing they
research is needed. The following guidelines will help you plan your report and required of their employees.
gather relevant data. More than half of the busi-
ness leaders responded that
8.3a Problem and Purpose Statements they “frequently” or “almost
always” produce technical
The first step in writing a report is analyzing or determining the problem the reports (59 percent), formal
report will address. Preparing a written problem statement helps clarify the task. reports (62 percent), and
Suppose a pharmaceutical company wants to investigate the problem of high memos and correspondence
transportation costs for its sales representatives. Some sales reps visit clients (70 percent).
using company-leased cars; others drive their own cars and are reimbursed for
expenses. The leasing agreements for 12 cars expire in three months. The com-
pany wants to investigate the transportation choices and report the findings
before the leases are renewed. The following problem statement helps clarify the
reason for the report:

Problem statement: The leases on all company cars will expire in
three months. We must decide whether to renew them or develop a
new policy regarding transportation for sales reps. Expenses and reim-
bursement paperwork for employee-owned cars are excessive.

A statement of purpose further defines the report’s scope. To begin, develop
questions that help clarify the purpose: Should the company compare the costs for
buying and leasing cars? Should the company gather current data on reimbursement
costs for those driving personal cars? Will the report writers evaluate the data and
recommend a course of action? Should the sales reps’ reactions be considered? Then
write a statement of purpose that answers the questions.

NEL Chapter 8: Informal Reports 161

Begin a report by stating Statement of purpose: To recommend a plan that provides sales
the problem to be solved, reps with cars to be used in their calls. The report will compare costs
question to be answered, for three plans: outright ownership, leasing, and compensation for
or task to be completed. employee-owned cars. Data will include the sales reps’ reactions to
Then, draft a statement each plan.
of purpose. Be able to
explain why you are Preparing a written purpose statement is a good idea because it limits the scope
writing the report. and keeps the project on target. In writing useful purpose statements, choose action
verbs that say what you intend to do: analyze, choose, investigate, compare, justify,
The facts for reports evaluate, explain, and so on. Notice that the preceding purpose statement uses the
are often obtained action verbs recommend and compare.
from company records,
observation, surveys, Some reports require only a simple statement of purpose (e.g., to investi-
interviews, and gate expanded teller hours, to select a manager from among four candidates, to
secondary research. describe the position of accounts supervisor, while others require expanded purpose
statements.

8.3b Gather Data

A professional report, even an informal one, is based on solid, accurate, verifiable
facts found in primary and secondary research sources. Typical sources for informal
reports include company records; surveys, interviews; observation, and secondary
research from printed and digital sources like newspaper articles.

COMPANY RECORDS. Many business-related reports begin with an analysis of
company files. From them you can observe past performance and methods used to
solve previous problems. You can collect pertinent facts that will help determine
a course of action. For example, if a telecommunications company is interested in
revamping the design of the bills it sends to customers, the project manager assigned
to this task would want to gather examples of previous bill designs to ensure that
improvements are made and old designs aren’t reused.

OBSERVATION. Another logical source of data for many problems lies in per-
sonal observation and experience. For example, if you were writing a report on the
need for additional computer equipment, you might observe how much the current
equipment is being used and for what purpose.

SURVEYS. Primary data from groups of people can be collected most efficiently
and economically by conducting surveys. For example, if you were part of a com-
mittee investigating the success of a campus-wide recycling program, you might
begin by using a questionnaire to survey use of the program by students and faculty.
You might also do some informal telephoning to see if departments on campus
know about the program and are using it.

INTERVIEWS. Talking with individuals directly concerned with the problem
produces excellent primary information. Interviews also allow for one-on-one
communication, thus giving you an opportunity to explain your questions and
ideas in eliciting the most accurate information. For example, a food company
adding a new low-fat organic bar to its nutrition bar line would solicit inter-
view or focus-group feedback before releasing the new product to the market.
Questions posed to people paid to taste the sample bar might include “Did you
find the bar tasty? Nutritious? Healthy?” and “Did you find the packaging attrac-
tive? Easy to open?”

SECONDARY RESEARCH. You will probably be interested in finding examples
from other organizations that shed light on the problem identified in your report.
For example, an automobile parts manufacturer eager to drum up new business
in the hybrid and electric vehicle market could do in-house research or pay for

162 Chapter 8: Informal Reports NEL

WORKPLACE IN FOCUS Dusit/Shutterstock.com

Because of the Internet, gathering and analyzing
survey data for business reports has never been
easier. Since launching in 1999, SurveyMonkey
has become the world’s largest survey com-
pany. The firm helps companies and other
researchers conduct millions of surveys online
daily. SurveyMonkey provides online templates
and sound survey methodologies, and busi-
ness managers simply plug-in the questions they
need answered and hit Send. Surveys take place
online, with results appearing in real-time, ready
for use in business reports.1 What are some of
the most common uses of surveys in business?

professional research into hybrid and electric vehicle manufacturing. Hundreds of
articles on this topic are available electronically through online resources, such as
library databases. From a home, office, or library computer, you can obtain access
to vast amounts of information provided by governments, newspapers, magazines,
and companies from all over the world. Using search engines such as Google and
Google Scholar will also yield hundreds of results on any topic.

When doing secondary research on the Internet, an extra step must be taken
that isn’t necessary when using library databases. You need to verify the accu-
racy of your sources. Because the Internet is a public space where anyone can
post information, you must be able to separate credible, useful information from
opinion and noncredible sources. Do this by asking yourself a number of ques-
tions, which are discussed in more detail in the Communication Workshop in the
MindTap.

8.4 Writing Informal Informational Reports Reports that provide data
are informational; reports
Informational reports describe periodic, recurring activities (such as monthly sales that draw conclusions and
or weekly customer calls) as well as situational, nonrecurring events (such as trips, make recommendations
conferences, and special projects). Short informational reports may also include are analytical.
summaries of longer publications. Most informational reports have one thing in
common: a neutral or receptive audience. The readers of informational reports do
not need to be persuaded; they simply need to be informed.

You can expect to write many informational reports as an entry-level or middle-
management employee. These reports generally deliver nonsensitive data and are
therefore written directly. Although the writing style is usually conversational and
informal, the report contents must be clear to all readers.

8.4a Trip, Convention, and Conference Reports

Employees sent on business trips to conventions and conferences typically submit
reports to document the events they attended and what they learned. These reports
often inform management about business trends, procedures, legal requirements, or
other information that would affect their operations and products.

When writing a trip or conference report, select the most relevant material
and organize it coherently. Generally, it is best not to use chronological sequencing

NEL Chapter 8: Informal Reports 163

Progress reports tell (in the morning we did X, at lunch we heard Y, and in the afternoon we did Z).
management whether Instead, you should focus on three to five topics in which your reader will be inter-
nonroutine projects ested. These items become the body of the report. Then simply add an introduction
are on schedule. and a closing, and your report is organized. Here is a general outline for trip, confer-
ence, and convention reports:

• Begin by identifying the event (name, date, and location) and previewing the

topics that were discussed.

• In the body, summarize the main topics that might benefit others in the organiza-

tion. Use headings and bullets to add readability.

• Close by expressing appreciation, mentioning the value of the trip or event, and

offering to share the information.

• Itemize your expenses, if requested, on a separate sheet.

Prakash Kohli was recently authorized to attend an IT conference in Germany.
His boss, David Wong, encouraged Prakash to attend and asked him to come back
and explain what he learned from the experts. When he returns, Prakash writes the
conference report shown in Figure 8.7. He includes information that would most
benefit the employees at Future Engine. This is an example of a direct-strategy
report.

8.4b Progress, Status, and Milestone Reports

Continuing projects often require progress or status reports to describe their status.
When you or your team use project management principles, the report may be called
a milestone report. Such reports may be external (telling customers how their proj-
ects are advancing) or internal (informing management of the status of activities).
Progress reports typically follow this development strategy:

• The purpose and nature of the project
• A complete summary of the work already completed
• A thorough description of work currently in progress, including personnel,

methods, and obstacles, as well as attempts to remedy obstacles

• A forecast of future activities in relation to the scheduled completion date,

including recommendations and requests

In Figure 8.8 Avrom Gil explains the market research project being done on
the impact of a recent industry/consumer show. He begins with a statement sum-
marizing the research project in relation to the expected completion date. He then
updates the client with a brief summary of the project’s progress. He emphasizes the
present status of the project and offers some preliminary data to build interest then
concludes by describing the next steps to be taken.

Some business communicators use progress reports to do more than merely
report progress. These reports can also be used to offer ideas and suggest possibili-
ties. Let’s say you are reporting on the progress of redesigning the company website.
You might suggest a different way to handle customer responses. Instead of making
an official recommendation, which might be rejected, you can lay the foundation
for a change within your progress report. Progress reports can also be used to build
the image of a dedicated, conscientious employee.

8.4c Minutes Reports

Minutes reports provide a summary of what happened in a meeting. Traditional
minutes, illustrated in Figure 8.9, are written whenever a formal meeting has taken
place. If you are the secretary or note taker of a meeting, you’ll want to write min-
utes that do the following:

• Provide the name of the group, as well as the date, time, and place of the meeting.
• Identify the names of attendees and absentees, if appropriate.
• Describe the disposition of previous minutes (not required in informal meetings).

164 Chapter 8: Informal Reports NEL

FIGURE 8.7 | Conference Report Uses informal form of address
Announces attachment
Hi, Dave!
As you requested, I am sending you the attached trip report describing my amazing experiences Uses informal yet professional
at the largest IT trade show in the world, the CeBIT. language
Thank you for the opportunity. I networked with lots of people and, yes, I had a blast. Includes complimentary
Cheers, close and signature block
Prakash
Prakash Kohli, Developer
Future Engine, Inc.
408.532.3434 Ext. 811
[email protected]
www.future-engine.com

FUTURE ENGINE, INC.

MEMORANDUM

Date: March 16, 2018
To: David Wong, IT Director
From: Prakash Kohli, Developer
Subject: Trip Report from the CeBIT Trade Show in Hannover, Germany

Identifies the event As you know, I attended the huge CeBIT computer show in Hannover on
Focuses on three March 4–9. CeBIT runs for six days and attracts almost 500,000 visitors from
main points Germany, Europe, and all over the world to the famed Hannover fairgrounds. It
Summarizes key features 27 halls full of technology and people. If you’ve been to Comdex Las
information Vegas in the fall, think of a show that is easily ve times larger. Let me describe
our booth, overall trends, and the contacts I made in Hannover.
Highlights the Our Booth at the Fair
value of the trip Our Future Engine booth spanned two oors. The ground oor had a theater
Shows appreciation with large screen, demonstration stations, and partners showing their products
and mentions and services. Upstairs we had tables and chairs for business meetings, press
expenses interviews, food, and drinks—along with a cooking area and a dishwasher.
Because no one has time to get food elsewhere, we ate in the booth.
Hot Tech Trends
The top story at this year’s CeBIT was Green IT. The expo management
decided to spotlight a range of topics dealing with Green IT, showcasing many
approaches in the Green IT Village in Hall 9. The main focus centered on highly
energy-ef cient solutions and power-saving technologies and their contribution
to climate protection. Green IT is the big buzzword now and was even dubbed
the “Megatrend of this expo” by the organizer. Only the future will tell whether
Green IT will be able to spawn attractive new business areas.
Customers and Prospects
CeBIT is a fantastic way to connect with customers and prospects. Sometimes
it’s a way of meeting people you only knew virtually. In this case, we had three
fans of our Internetpakt.com podcast visit us at the booth: Jürgen Schmidt, Karin
Richter, and Peter Jahn of MEGAFunk. All three came in our white FE T-Shirts,
which could only be rewarded with new black Internetpakt.com T-Shirts. All in
all, we made about 600 contacts and have 50 solid leads. The visit was de nitely
worthwhile and will pay off very soon.
In closing, this was probably one of the best conference experiences I’ve ever
had. Customers and partners like FE; they are excited about our technology,
and they want more. Some know us because of our software solutions and were
surprised to learn that we sell hardware, too (this is a good sign). All want us to
grow and gain in influence.
Check out my CeBIT photo gallery on Flickr for some more impressions of our
booth at CeBIT with comments. Thank you for giving me the opportunity to
network and to experience one of the biggest trade shows in the business. My
itemized expenses and receipts are attached.

Tips for Trip Reports
• Use memo format for short informal reports sent within the

organization.
• Identify the event (exact date, name, and location) and preview

the topics to be discussed.
• Summarize in the body three to ve main points that might

bene t the reader.
• Itemize your expenses, if requested, on a separate sheet.

Mention this in the report.
• Close by expressing appreciation, suggesting action to be

taken, or synthesizing the value of the trip or event.

NEL Chapter 8: Informal Reports 165

FIGURE 8.8 | Progress Report

Hi, Lina, Short, professional
message introduces
Please find attached the requested progress report. attached progress
report.
If you have any questions, please give me a call.

Best,
Avrom

Section describes PROGRESS OF CANDESIGN 2018 RESEARCH PROJECT
completed work
concisely. To: [email protected]
Section discusses From: [email protected]
current activities. Subject: Progress of CanDesign 2018 Research Project
Section lists tasks
still to be completed. [attachment]

Dear Ms. Tersigni,

Market research on the impact of CanDesign 2018 and implications for CanDesign 2019 has
entered the analysis stage (phase 3). We are on schedule, based on our original project plan,
and our final report will be available to you after February 27, 2018.

Accomplished so far

We have completed the first two phases of the project. Phase 1 (completed February 5, 2018)
involved designing the survey questionnaire. Phase 2 (completed February 19, 2018) involved
distributing the questionnaire to two groups: paid attendees of CanDesign 2018 and industry
professionals, as well as collecting results. Over 700 completed questionnaires have been
received to date (85% of target).

Current work

My team is analyzing the results of the questionnaire. Early results show high satisfaction levels
(~80%) among attendees, but a small drop in satisfaction among industry professionals (~72%)
compared with (~75% last year). In addition, a significant number of both attendees and
professionals (~25% and ~27%) express dissatisfaction with the show website, especially its
navigation design. We will be correlating 2018 results to both 2016 and 2017 results in hopes
of showing trends.

Still to come

Before submitting our final report, we will need to perform the rest of our analysis and
correlations. Also, we are convening two focus groups (as per project plan) to see whether
one-on-one contact with attendees and industry professionals confirms the results of the
questionnaires.

One unresolved issue is renumeration for focus group attendees. Before we invite attendees,
I will need confirmation about what we can offer attendees at our focus groups. I will be in
touch later today to speak with you about this.

We are largely on track for the completion of this market research project and look forward to
sharing results with you on or after February 27.

Tips for Writing Progress Reports
• Identify the purpose and the nature of the project immediately.
• Supply background information only if the reader must be

educated.
• Describe the work completed.
• Discuss the work in progress, including personnel, activities,

methods, and locations.
• Identify problems and possible remedies.
• Consider future activities.
• Close by giving the expected date of completion.

166 Chapter 8: Informal Reports NEL

FIGURE 8.9 | Minutes Report

Lor-Dan Produce Distribution
Safety Committee
Bi-annual Meeting Minutes
September 14, 2018

Present: A. Faccinelli, T. Loredan, M. Baransky, V. Singh

Absent: B. Fortier

Topics Discussed

1. Strategizing for our next Safe At Work inspection. Ministry of Labour of cials will most
probably be visiting the warehouse in early 2019 — we want to improve our scores. Should
we hold a company-wide meeting, or rely on managers to lter down best practices within
speci c areas? Should we reach out to competitors who scored higher in 2013 to solicit advice?

2. Complying with Occupational Health and Safety Act provisions on Workplace
Harrassment and Violence. We haven’t drafted our policy yet, and are behind many of our
competitors. Ministry of Labour regularly does blitz inspections looking for compliance in
this area. Who should draft policy? Target dates? How do we make sure all Lor-Dan employees
know and understand eventual policy?

Decisions

1. Hold company-wide meeting by November 1, 2018, to explain Safe at Work inspections and
compliance. Reach out to two competitors by October 15, 2018, for advice on more successful
compliance with Ministry inspections.

2. Harrassment and Violence policy should be drafted by subcommittee by October 15, 2018,
for draft discussion at above meeting. Publish harassment and violence brochure and posters
for distribution to employees and posting in warehouse.

Action Items

1. V. Singh and B. Fortier to organize meeting on or by November 1, 2018.
2. A. Faccinelli to contact competitors for advice by October 15, 2018.
3. T. Loredan, M. Baransky, and one employee to form subcommittee to draft harassment/violence
policy by October 15, 2018.
4. Once above policy is nalized, ask C. Coletor (Director, HR) to print and distribute internally
(estimated by November 15, 2018).

Next Meeting: March 15, 2019 Room and Agenda TBA

• Record new business, announcements, and reports. Meeting minutes record
• Include the precise wording of motions; record the vote and action taken. summaries of old
• Conclude with the name and signature of the person recording the minutes. business, new business,
announcements, and
Notice in Figure 8.9 that the writer of the minutes summarizes discussions rather reports, as well as
than capturing every comment. However, when a decision is made, it is recorded as the precise wording
close to verbatim (i.e., word for word) as possible. of motions.

In more formal meetings, before a decision is taken a “motion” must be called
and that motion voted on by the majority in the room. A formal minutes report
would list these motions (who made it, seconded it, and the fact that it was passed),
but few organizations use formal minutes any longer.

8.4d Summary Reports

In today’s economy, data is what drives organizations. Data is important because
without it, business decisions cannot be made. Because there is a huge amount of
data available today on any given topic, people who make decisions don’t always

NEL Chapter 8: Informal Reports 167

A summary condenses the have the time to read and review data on a particular problem, issue, or topic.
primary ideas, conclusions, Therefore, decision makers need the essential elements of an issue or problem pre-
and recommendations sented in a short, logical, easy-to-understand format that helps them quickly grasp
of a longer publication. what’s vital.

Any time you take what someone else has written or said and reduce it to a
concise, accurate, and faithful version of the original—in your own words—you are
summarizing. A well-written summary report does three things: it (1) provides all
the important points from the original without introducing new material; (2) has
a clear structure that often reflects the structure of the original material; and (3) is
independent of the original, meaning the reader of the summary can glean all essen-
tial information in the original without having to refer to it.

In Figure 8.10, a new vice president of Corporate Social Responsibility asks
one of his managers to do research on the state of sustainability reporting in
Canada, as the company they work for has been criticized for not producing such
a report.

There are four steps to writing an effective summary:

• Read the material carefully for understanding. Ideally, you will read the original

three times: the first time to understand the topic; the second time to highlight the
main points (usually no more than three in an article-length piece); and the third
time to see the overall pattern.

• Lay out the structure of your summary. Simply write the main points you’ve

underlined or highlighted in a list. For example, the manager summarizing
the article found at the beginning of this chapter) has identified two main
points and one solution/conclusion. To lay out the structure of her summary,
she would write:

Main point 1: 56% of companies on the TSX report on sustainability.

Main point 2: However, the quality of reporting is declining, e.g. fewer
companies using GRI guidelines.

Solution/conclusion: While sustainability reporting may have pla-
teaued, there’s a need/appetite for increased reporting.

• Write a first draft. In this step, you take your list from the step before and convert

it into your own words, in amplified full sentences. Our summary writer might
draft write something like this:

As requested, I’ve researched current opinion on sustainability
reporting in Canadian companies.

One useful article I found was by Kathrin Bohr on the Toronto
Sustainability Speaker Series website. In Bohr’s article, “Advancing
Sustainability Reporting in Canada” (August 23, 2016), she makes
the following points…

She concludes by saying that even though sustainability reporting
appears to have plateaued in 2016, there is an appetite among a
number of constituencies for increased reporting.

If you have any questions or would like me to provide more informa-
tion or complete more research, just let me know.

Regards,
Bailey Bingley

• Proofread and revise. The final step of writing a summary, like any written

document, is to proofread for grammar, spelling, punctuation, and style mistakes
and to rewrite where necessary. A proofread and revised final version of this
informational summary report appears in Figure 8.10.

168 Chapter 8: Informal Reports NEL

FIGURE 8.10 | Summary Report January 14,
2018
Sustainability reporting research you requested

[email protected]
[email protected]

Sustainability reporting research you requested

Hi, John,
As requested, I’ve researched the current state of sustainability reporting in Canada.

One representative article I was able to locate is “Advancing Sustainability Reporting in Canada”
by Kathrin Bohr, published on the Toronto Sustainability Speaker Series website on August 23,
2016. (http://tsss.ca/2016/08/advancing-sustainability-reporting-in-canada/)

Bohr makes a number of persuasive points, including:

• A majority (56%) of Canadian companies listed on the Toronto Stock Exchange report on
sustainability

• However, the quality of reporting among Canadian companies is declining, speciﬁcally due
to their not following Global Reporting Initiative (GRI) guidelines – which are the standard

She concludes that even though sustainability reporting appears to have plateaued recently in
Canada, this doesn’t mean it’s not important or not being looked at. In fact, Bohr argues that a
combination of interest groups including environmental organizations and shareholders have a
bigger appetite than ever for good sustainability reporting.

If you require more research, or have any questions, please let me know.

Regards,
Bailey

8.5 Writing Informal Analytical Reports

Analytical reports involve collecting and analyzing data, evaluating the results,
drawing conclusions, and making recommendations.

Analytical reports differ significantly from informational reports. Although
both seek to collect and present data clearly, analytical reports also evaluate the
data and typically try to persuade the reader to accept the conclusions and act
on the recommendations. Informational reports emphasize facts; analytical reports
emphasize reasoning and conclusions.

In some situations you may organize analytical reports directly with the con-
clusions and recommendations near the beginning. Directness is appropriate when
the reader has confidence in the writer, based on either experience or credentials.
Frontloading the recommendations also works when the topic is routine or familiar
and the reader is supportive.

Directness can backfire, though. If you announce the recommendations too
quickly, the reader may immediately object to a single idea. You may not have

NEL Chapter 8: Informal Reports 169

Justification/ expected that this idea would trigger a negative reaction. Once the reader has an
recommendation reports unfavourable mind-set, changing it may be difficult or impossible. A reader may
analyze a problem, discuss also believe that you have oversimplified or overlooked something significant if you
options, and present a lay out all the recommendations before explaining how you arrived at them. When
recommendation, solution, you must lead the reader through the process of discovering the solution or recom-
or action to be taken. mendation, use the indirect strategy: present conclusions and recommendations last.

Most analytical reports answer questions about specific problems and aid in
decision making (e.g., How can we use social media most effectively? Should we
close the Moose Jaw plant? How can we improve customer service?). Analytical
reports provide conclusions that help management answer these questions.

8.5a Justification/Recommendation Reports

Both managers and employees must occasionally write reports that justify or rec-
ommend something, such as buying equipment, changing a procedure, hiring an
employee, consolidating departments, or investing funds. Large organizations some-
times prescribe how these reports should be organized; they use forms of templates
with conventional headings. At other times, such reports are not standardized. For
example, an employee takes it upon himself to write a report suggesting improve-
ments in telephone customer service because he feels strongly about it. When you
are free to select an organizational plan yourself, however, let your audience and
topic determine your choice of direct or indirect structure.

For non-sensitive topics and recommendations that will be agreeable to readers,
you can organize directly according to the following sequence:

• Identify the problem or need briefly in the introduction.
• Announce the recommendation, solution, or action concisely and with action

verbs.

• Discuss pros, cons, and costs. Explain more fully the benefits of the recommenda-

tion or steps to be taken to solve the problem.

• Conclude with a summary specifying the recommendation and action to be taken.

Lara Brown, an executive assistant at a large petroleum and mining company in
Calgary, applied the preceding process in writing the recommendation report shown
in Figure 8.11. Her boss, the director of Human Resources, asked her to investigate
ways to persuade employees to quit smoking. Lara explained that the company had
banned smoking many years ago inside the buildings but never tried very hard to
get smokers to actually kick the habit. Lara’s job was to gather information about
the problem and learn how other companies have helped workers stop smoking. The
report would go to her boss, but Lara knew he would pass it along to the manage-
ment council for approval.

If the report were just for her boss, Lara would put her recommendation right
up front because she was sure he would support it. But the management council is
another story. The managers need to be persuaded because of the costs involved—
and because some of them are smokers. Therefore, Lara put the alternative she
favoured last. To gain credibility, Lara footnoted her sources. She had enough mate-
rial for a ten-page report, but she kept it to two pages to conform to her company’s
report policy.

INDIRECT STRATEGY. When a reader may oppose a recommendation or when
circumstances suggest caution, do not rush to reveal your recommendation. Consider
using the following sequence for an indirect approach to your recommendations:

• Refer to the problem in general terms, not to your recommendation, in the sub-

ject line.

170 Chapter 8: Informal Reports NEL

• Describe the problem or need your recommendation addresses. Use specific Feasibility reports analyze
whether a proposal
examples, supporting statistics, and authoritative quotes to lend credibility to the or plan will work.
seriousness of the problem.

• Discuss alternative solutions, beginning with the least likely to succeed.
• Present the most promising alternative (your recommendation) last.
• Show how the advantages of your recommendation outweigh its disadvantages.
• Summarize your recommendation. If appropriate, specify the action it requires.
• Ask for authorization to proceed, if necessary.

8.5b Feasibility Reports

Feasibility reports examine the practicality and advisability of following a course
of action. They answer this question: Will this plan or proposal work? Feasibility

FIGURE 8.11 | Justification/Recommendation Report

Avoids revealing Date: October 11, 2018 Introduces
recommendation To: Gordon McClure, Director, Human Resources purpose of
immediately From: Lara Brown, Executive Assistant report, tells
Uses headings Subject: Smoking Cessation Programs for Employees method of data
that combine collection, and
function and At your request, I have examined measures that encourage employees to quit previews
description smoking. As company records show, approximately 23 percent of our employees organization
still smoke, despite the antismoking and clean-air policies we adopted in 2017. Documents
To collect data for this report, I studied professional and government publications; I data sources
also inquired at companies and clinics about stop-smoking programs. for credibility;
This report presents data describing the signi cance of the problem, three uses APA
alternative solutions, and a recommendation based on my investigation. style citing
author and
Signiﬁcance of Problem: Health Care and Productivity Losses year in the
Employees who smoke are costly to any organization. The following statistics text
show the effects of smoking for workers and for organizations:

Absenteeism is 40 to 50 percent greater among smoking employees.
Accidents are two to three times greater among smokers.
Bronchitis, lung and heart disease, cancer, and early death are more frequent
among smokers (Arhelger, 2016, p. 4).
Although our clean-air policy prohibits smoking in the building, shop, and of ce,
we have done little to encourage employees to stop smoking. Many workers still
go outside to smoke at lunch and breaks. Other companies have been far more
proactive in their attempts to stop employee smoking. Many companies have
found that persuading employees to stop smoking was a decisive factor in
reducing their health insurance premiums. Following is a discussion of three
common stop-smoking measures tried by other companies, along with a
projected cost factor for each (Rind eisch, 2016, p. 4).

Alternative 1: Literature and Events
The least expensive and easiest stop-smoking measure involves the distribution
of literature, such as “The Ten-Step Plan” from Smokefree Enterprises and
government pamphlets citing smoking dangers. Some companies have also
sponsored events such as the Great Canadian Smoke-Out, a one-day occasion
intended to develop group spirit in spurring smokers to quit. “Studies show,
however,” says one expert, “that literature and company-sponsored events have
little permanent effect in helping smokers quit” (Mendel, 2015, p. 108).

Cost: Negligible

NEL Chapter 8: Informal Reports 171

FIGURE 8.11 | (Continued)

Gordon McClure October 11, 2018 Page 2

Alternative 2: Stop-Smoking Programs Outside the Workplace Highlights costs for
Local clinics provide treatment programs in classes at their centers. Here in easy comparison
Calgary we have the Smokers’ Treatment Centre, ACC Motivation Centre, and Arranges alternatives
New-Choice Program for Stopping Smoking. These behaviour-modi cation so that most effective
stop-smoking programs are acknowledged to be more effective than literature is last
distribution or incentive programs. However, studies of companies using off-
workplace programs show that many employees fail to attend regularly and do Summarizes ndings
not complete the programs. and ends with speci c
recommendation
Cost: $1,200 per employee, three-month individual program Reveals recommendation
(Your-Choice Program) only after discussing all
$900 per employee, three-month group session alternatives

Alternative 3: Stop-Smoking Programs at the Workplace
Many clinics offer workplace programs with counsellors meeting employees in
company conference rooms. These programs have the advantage of keeping a

rm’s employees together so that they develop a group spirit and exert pressure
on each other to succeed. The most successful programs are on company
premises and also on company time. Employees participating in such programs
had a 72 percent greater success record than employees attending the same
stop-smoking program at an outside clinic (Honda, 2015, p. 35). A disadvantage
of this arrangement, of course, is lost work time—amounting to about two hours
a week for three months.

Cost: $900 per employee, two hours per week of release time for three
months

Conclusions and Recommendation
Smokers require discipline, counselling, and professional assistance to kick
the nicotine habit, as explained at the Canadian Cancer Society website (“Guide
to Quitting Smoking,” 2016). Workplace stop-smoking programs on company
time are more effective than literature, incentives, and off-workplace programs. If
our goal is to reduce health care costs and lead our employees to healthful lives,
we should invest in a workplace stop-smoking program with release time for
smokers. Although the program temporarily reduces productivity, we can expect to
recapture that loss in lower health care premiums and healthier employees.
Therefore, I recommend that we begin a stop-smoking treatment program on
company premises with two hours per week of release time for participants for
three months.

Lists all references Gordon McClure October 11, 2018 Page 3
in APA Style References

Magazine Arhelger, Z. (2016, November 5). The end of smoking. Canadian Business,
pp. 3–8.
Website article
Journal article, database Guide to quitting smoking. (2016, October 17). Retrieved from the Canadian
Cancer Society website: http://www.cancer.ca
Book
Newspaper article Honda, E. M. (2015) Managing anti-smoking campaigns: The case for company
programs. Management Quarterly 32(2), 29–47. Retrieved from
http://search.ebscohost.com/

Mendel, I. A. (2015) The puff stops here. Toronto: Science Publications.
Rind eisch, T. (2016, December 4). Smoke-free workplaces can help smokers

quit, expert says. Evening Chronicle, p. 4.

Tips for Memo Reports
• Use memo format for short (eight or fewer pages) informal

reports within an organization.
• Create side margins of 1 to 1.25 inches.
• Start the date 2 inches from the top or 1 blank line below the

last line of the letterhead.
• Sign your initials on the From line.
• Use an informal, conversational style.
• For a receptive audience, put recommendations rst.
• For an unreceptive audience, put recommendations last.

172 Chapter 8: Informal Reports NEL

reports are typically internal reports written to advise on matters such as consoli-
dating departments, offering a wellness program to employees, or hiring an outside
firm to handle a company’s accounting or computing operations. These reports may
also be written by consultants called in to investigate a problem. The focus in these
reports is on the decision: stopping or proceeding with the proposal. Since your role
is not to persuade the reader to accept the decision, you’ll want to present the deci-
sion immediately. In writing feasibility reports, consider this plan:

• Announce your decision immediately.
• Describe the background and problem necessitating the proposal.
• Discuss the benefits of the proposal.
• Describe any problems that may result.
• Calculate the costs associated with the proposal, if appropriate.
• Show the time frame necessary for implementation of the proposal.

Elizabeth Webb, customer service manager for a large insurance company in
London, Ontario, wrote the feasibility report shown in Figure 8.12. Because her
company had been losing customer service reps (CSRs) after they were trained,
she talked with the vice president about the problem. He didn’t want her to take
time away from her job to investigate what other companies were doing to retain
their CSRs. Instead, he suggested that they hire a consultant to investigate. The vice
president then wanted to know whether the consultant’s plan was feasible. Although
Elizabeth’s report is only one page long, it provides all the necessary information:
background, benefits, problems, costs, and time frame.

8.5c Yardstick Reports

Yardstick reports examine problems with two or more solutions. To determine the
best solution, the writer establishes criteria by which to compare the alternatives.
The criteria then act as a yardstick against which all the alternatives are measured,
as shown in Figure 8.13. The yardstick approach is effective for companies that must
establish specifications for equipment purchases and then compare each manufac-
turer’s product with the established specs. The yardstick approach is also effective
when exact specifications cannot be established.

For example, a yardstick report might help a company decide on an inexpensive
job perk. Perks are nontraditional benefits that appeal to current and future
employees. Popular job perks include free food and beverages, flexible scheduling
and telecommuting options, and on-site gyms and fitness classes. A yardstick report
may help a company decide what job perks make the most sense. If the company
wants to encourage long-term wellness, it might consider offering employees dis-
counted fitness club memberships, on-site yoga classes, or ergonomic workstations.
The yardstick report would describe and compare the three alternatives in terms
of (a) costs, (b) long-term benefits, and (c) expected participation level. After inter-
viewing employees and talking to people whose companies offer similar benefits,
report writers would compare the alternatives and recommend the most workable
job perk.

The real advantage to yardstick reports is that alternatives can be measured
consistently using the same criteria. Writers using a yardstick approach typically do
the following:

• Begin by describing the problem or need.
• Explain possible solutions and alternatives.
• Establish criteria for comparing the alternatives; tell how the criteria were selected

or developed.

• Discuss and evaluate each alternative in terms of the criteria.
• Draw conclusions and make recommendations.

NEL Chapter 8: Informal Reports 173

FIGURE 8.12 | Feasibility Report

Feasibility of progression schedule for CSRs

November 11,
2018

Elizabeth W. Webb <[email protected]>
Shaun Clay-Taylor <[email protected]>

Feasibility of Progression Schedule for CSRs
Attached: CSR Progression Scale.docx

Hi, Shaun.

Please find attached the feasibility report on our CSRs you asked for. If you need anything else,
just let me know.

Best,

Elizabeth

Memo starts The plan calling for a progression schedule for our customer service representatives is Reveals
here workable, and I think it could be fully implemented by April 1. This report discusses the decision
Outlines background, benefits, problems, costs, and time frame involved in executing the plan. immediately
organization Describes
of report Background: Training and Advancement Problems for CSRs. Because of the many problem and
insurance policies and agents we service, new customer service representatives require background
Evaluates eight weeks of intensive training. Even after this thorough introduction, CSRs are
positive overwhelmed. They take about eight more months before feeling competent on the job. Presents costs
and Once they reach their potential, they often look for other positions in the company because and schedule;
negative they see few advancement possibilities in customer service. These problems were omits
aspects of submitted to an outside consultant, who suggested a CSR progression schedule. unnecessary
proposal summary
objectively Benefits of Plan: Career Progression and Incremental Training. The proposed plan sets
up a schedule of career progression, including these levels: (1) CSR trainee, (2) CSR Level I,
(3) CSR Level II, (4) CSR Level III, (5) Senior CSR, and (6) CSR supervisor. This program,
which includes salary increments with each step, provides a career ladder and incentives
for increased levels of expertise and achievement. The plan also facilitates training. Instead
of overloading a new trainee with an initial eight-week training program, we would train
CSRs slowly with a combination of classroom and on-the-job experiences. Each level
requires additional training and expertise.

Problems of Plan: Difficulty in Writing Job Descriptions and Initial Confusion. One of
the biggest problems will be distinguishing the job duties at each level. However, I believe
that, with the help of our consultant, we can sort out the tasks and expertise required at
each level. Another problem will be determining appropriate salary differentials. Attached is
a tentative schedule showing proposed wages at each level. We expect to encounter
confusion and frustration in implementing this program at first, particularly in placing our
current CSRs within the structure.

Costs. Implementing the progression schedule involves two direct costs. The first is the
salary of a trainee, at about $40,000 a year. The second cost derives from increased salaries
of upper-level CSRs, shown on the attached schedule. I believe, however, that the costs
involved are within the estimates planned for this project.

Time Frame. Developing job descriptions should take us about three weeks. Preparing a
training program will require another three weeks. Once the program is started, I expect a
breaking-in period of at least three months. By April 1 the progression schedule will be fully
implemented and showing positive results in improved CSR training, service, and retention.

174 Chapter 8: Informal Reports NEL

Maria Rios, benefits administrator for computer manufacturer CompuTech,
was called on to write the report in Figure 8.13 comparing outplacement agencies
and recommending one to management.

Maria gathered information about three outplacement agencies and wanted to
organize it systematically. She chose to evaluate each agency using the following
categories: counselling services, administrative and research assistance, reputation,
and costs.

Maria shows the results of her research in Table 1 and Table 2. She uses the
criteria as headings and discusses how each agency meets, or fails to meet, each
criterion. Making a recommendation is easy once Maria creates the tables and com-
pares the agencies.

FIGURE 8.13 | Yardstick Report

Date: April 28, 2018
To: Tony Marshall, Vice President
From: Maria Rios, Bene ts Administrator
Subject: Selecting Outplacement Services

Here is the report you requested April 1 investigating the possibility of CompuTech’s Introduces
use of outplacement services. It discusses the problem of counselling services for purpose and
discharged staff and establishes criteria for selecting an outplacement agency. It gives overview
then evaluates three prospective agencies and presents a recommendation based on of report
that evaluation. organization

Discusses Problem: Counselling Discharged Staff Announces
background In an effort to reduce costs and increase competitiveness, CompuTech will begin solution
brie y because a program of staff reduction that will involve releasing up to 20 percent of our and the
readers already workforce over the next 12 to 24 months. Many of these employees have been with alternatives
know the problem us for ten or more years, and they are not being released for performance faults. it presents
These employees deserve a severance package that includes counselling and
Uses dual assistance in ﬁnding new careers. Creates four
headings, giving criteria for
function and Solution and Alternatives: Outplacement Agencies use as
description Numerous outplacement agencies offer discharged employees counselling and yardstick in
assistance in locating new careers. This assistance minimizes not only the negative evaluating
Tells how feelings related to job loss but also the very real possibility of litigation. Potentially alternatives
criteria were expensive lawsuits have been lodged against some companies by unhappy
selected employees who felt they were unfairly released.
In seeking an outplacement agency, we should ﬁnd one that offers advice to the
sponsoring company as well as to dischargees. The law now requires certain
procedures, especially in releasing employees over forty. CompuTech could
unwittingly become liable to lawsuits because our managers are uninformed of
these procedures. I have located three potential outplacement agencies appropriate
to serve our needs: Gray & Associates, Right Access, and Careers Plus.

Establishing Criteria for Selecting Agency
In order to choose among the three agencies, I established criteria based on
professional articles, discussions with ofﬁcials at other companies using outplace-
ment agencies, and interviews with agencies. Here are the four groups of criteria I
used in evaluating the three agencies:

1. Counselling services—including job search advice, résumé help, crisis
management, corporate counselling, and availability of full-time counsellors

2. Administrative and research assistance—including availability of administrative
staff, librarian, and personal computers

3. Reputation—based on a telephone survey of former clients and listing with a
professional association

4. Costs—for both group programs and executive services

NEL Chapter 8: Informal Reports 175

FIGURE 8.13 | (Continued)

Vice President Marshall Page 2 April 28, 2018

Discussion: Evaluating Agencies by Criteria

Each agency was evaluated using the four criteria just described. Data comparing
the ﬁrst three criteria are summarized in Table 1.

Table 1

A COMPARISON OF SERVICES AND REPUTATIONS Places table
FOR THREE LOCAL OUTPLACEMENT AGENCIES close to spot
where it
Summarizes Counselling services Gray & Right Careers is rst
complex data Résumé advice Associates Access Plus mentioned
in table for easy Crisis management Yes Yes Yes
reading and Corporate counselling Yes No Yes Does not
reference Full-time counsellors Yes No No repeat
Highlights the Yes No Yes obvious data
similarities and Administrative, research assistance Yes Yes Yes from table
differences Administrative staff Yes No Yes
among the Librarian, research library Yes No Yes
alternatives Personal computers Yes No Yes
Excellent Good Excellent
Listed by National Association
of Career Consultants

Reputation (telephone
survey of former clients)

Counselling Services
All three agencies offered similar basic counselling services with job-search and
résumé advice. They differed, however, in three signiﬁcant areas.

Right Access does not offer crisis management, a service that puts the discharged
employee in contact with a counsellor the same day the employee is released. Experts
in the ﬁeld consider this service especially important to help the dischargee begin
“bonding” with the counsellor immediately. Immediate counselling also helps the
dischargee learn how to break the news to family members. Crisis management can
be instrumental in reducing lawsuits because dischargees immediately begin to
focus on career planning instead of concentrating on their pain and need for revenge.
Moreover, Right Access does not employ full-time counsellors; it hires part-timers
according to demand. Industry authorities advise against using agencies whose staff
members are inexperienced and employed on an “as-needed” basis.

In addition, neither Right Access nor Careers Plus offers regular corporate counselling,
which I feel is critical in training our managers to conduct terminal interviews.
Careers Plus, however, suggested that it could schedule special workshops if desired.

Administrative and Research Assistance
Both Gray & Associates and Careers Plus offer complete administrative services
and personal computers. Dischargees have access to staff and equipment to
assist them in their job searches. These agencies also provide research libraries,
librarians, and databases of company information to help in securing interviews.

SUMMARY OF LEARNING OBJECTIVES

8 .1 Explain informational and analytical business report func- • Audience reaction and content determine whether a
tions and organization. report is organized directly or indirectly.

• Informational reports present data without analysis • Reports organized directly reveal the purpose and con-
or recommendations, such as monthly sales reports, clusions immediately; reports organized indirectly place
status updates, and compliance reports. the conclusions and recommendations last.

• Analytical reports provide data or findings, analyses, • Like other business messages, reports can range from
and conclusions. Examples include justification, recom- informal to formal, depending on their purpose, audi-
mendation, feasibility, and yardstick reports. ence, and situation.

176 Chapter 8: Informal Reports NEL

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When you must deliver bad news in the workplace remember that?

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