I
believe that most forms of communication are malleable enough to
fulfill a meaningful conveyance of any kind of message. An
appropriately worded letter, or a well composed voicemail has the
potential to express a heartfelt condolence or an uplifting
compliment. However, I agree that face to face communication is
easier to accurately transmit the information you are attempting to
convey, and there is a certain amount of respect shown in a face to
face exchange. I believe a raise, whenever possible,
should be done in writing, as to leave a verifiable paper trail,
though most people would like to give that sort of good news in
person. For similar reasons, I believe that not receiving
a promotion should be done in person, so as to leave little margin of
error in that persons understanding as to why they did not receive a
promotion, and because it is significantly harder to give news that
will disappoint someone.
When correcting menial errors in a report, a voicemail or written missive would suffice, depending upon the importance of the report and the scale of the error. In some extreme instances, only a face to face conversation would be appropriate, but again, this mostly depends upon your field of study. A mortician may have more cause to report an incident face to face, than say, an etymologist.
I agree that any medium can be used for any communication when you’re limited, but if all modes are available it’s going to be drastically easier to manage the situation through the proper channel. I’m not sure on the “not receiving a promotion” conversation. I guess the assumption is that the employee has expectations of a promotion and it doesn’t come. That seems like an odd situation for the manager to put themselves into, so I think I’d say to just avoid setting unrealistic expectations if possible. That said, if it’s a situation that does happen, I think your approach is spot on. Do it in person, so you can answer any questions, and hopefully reinforce that they are an important asset (if they are) and give them feedback on what they can do to make the jump on the next go round.
I
think that if it’s difficult to do, it’s easier to make an excuse not
to do it. Say you have an employee, who is a person an asset a
resource, who is earnestly asking for a raise or increase in
responsibilities.
I think you owe it to them, as their supervisor to personally assess their performance and tell them to their faces why you cannot facilitate their request at this time, and if possible, what they could do to achieve that promotion.
In doing so, you treat that employee with respect, and have done more work to sow the seeds of improvement. Having the tools for self betterment, hopefully your resource improves performance and increases profit or efficiency.
Imagine if this hypothetical manager took time to personally congratulate person a for their raise, but just sent a courtesy email to person b for their “we regret to inform you we are unable to promote anyone at this time.” Not only has that manager lost a potential opportunity to inspire a motivation that was looking for recognition, but he has further alienated and marginalized that employee for the sake of one that was already on the right track and doing well to begin with, hence the promotion.