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Staying close to your people when it counts
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Most businesses have been through some tough times over the last year or so and many think there are more ahead. Some have had to lay off staff and some are keeping a constant watch on costs. What are your people thinking? Are they feeling secure? Are they looking for other jobs? Will they still be with you when the upturn happens?
In May and June this year the Human Capital Institute and Monster Worldwide conducted a survey into effects of the “Great Recession” in the US. They summarised their findings as follows.
“At least in the short term, our research clearly shows that workers of all ages and at all levels are highly stressed. They appear suspicious, resentful and even fearful of their employers, to the extent that they are, in some cases, less productive at work and in most cases, actively seeking work elsewhere. Organizations that ignore these warning signs are likely to be harmed as the recession recedes.”
There is no reason to believe that these findings would be much different in other countries.
This is the time to get close to people, tell them what is happening and what you are planning and let them know where they fit in. It is time to reconnect with them, be open and include them in your thinking.
You may have been revisiting some of your plans due to recent circumstances and you need to convey your thoughts to your people. If you don't, the gaps will be filled anyway, by rumour, imagination or worse, malicious gossip.
Starting with your vision for the business you will need to describe where you are going, key business objectives, key strategies and plans. You may choose to talk to groups of people or the whole organization about the big picture and broad strategies but when it gets down to plans that rely on teams and individuals these discussions need to be in small groups or with individuals.
Describing the current situation in an open and transparent way is a good start with small groups. If there are sensitive issues you need to cover, you can respond more readily if you are face to face and can handle questions, comments and any insecurities people may have.
It must be two way. Once you have outlined where you want to take the business and what needs to be done and what their involvement may be, you need to listen to their needs, aspirations and concerns.
This process must include one on one discussions between each employee and their direct manager. This is the person they are most likely to trust.
Here is a powerful question to ask: “Now you know what we need to do, what difficulties do you think we will have?” Once they volunteer this it can be followed with questions to find out what ideas they have, how you can help and what support or resources they need.
If this process, starting with larger groups discussing the big picture and moving down to individual meetings to discuss people's needs and aspirations, is handled well, it can be a great opportunity to build trust and put your business in a position where it can take advantage of the upturn.
If we can help with planning your communications, please contact us.
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