Organizational performance improvement firm Towers Perrin offers ideas on salvaging engagement.
Most companies have been affected by the financial crisis In a variety of ways: strategies have abruptly shifted, projects have been postponed and both employees and resources have been eliminated.
An engaged workforce is vital to getting through times of wrenching change, but those very changes work against engagement and morale. Towers Perrin, a Stamford, Conn.-based professional services firm that helps organizations around the globe improves performance offers ten tips focused around communicating managements' plans that will keep engagement high and futures bright.
1. Clarify Your Strategy And Vision For Dealing With The Economic Uncertainty. Developing a strategy and vision will help you communicate goals and priorities to employees, who look to leadership in times of crisis. It will also improve managers' and employees' abilities to make the right decisions in their day-to-day work.
2. Reinforce Your Strategy And Vision In Every Employee Meeting. Everyone—from C-suite executives to rank-and-file employees—makes decisions every day. However, they'll only align their priorities with the organization's strategy if they're as clear about it as you are.
3. Establish A Web Site Where Employees Can Learn What Your Company Is Doing—And What Your Competitors Are Doing—To Manage The Crisis. Transparency is always preferred by employees, but now it's critical. To build trust, ensure your workforce has easy access to the knowledge it needs to deal with the current situation.
4. Send A Weekly E-Mail Update With Successes And Challenges. Employees respect when leadership is candid, and by communicating with your people, you'll help them gain confidence in the organization's future.
5. Meet With Groups Of Employees To Listen To Their Concerns And Solicit Their Suggestions. Employees who are involved in addressing challenges know that the company values their concerns and opinions. Town hall-style meetings are a great way for leaders to gather firsthand information that might not surface among their peers in a boardroom.
6. Ask Teams To Develop Their Own Plans For Improving Quality, Pleasing Customers And Reducing Costs. Harness your employees' energy and act on appropriate suggestions. Send a clear signal: Your people and their ideas are always valued, regardless of the economic environment.
7. Realign Performance Goals Based On New Market Realities. If you've changed your business strategy, let your employees know their goals may need to change as well. Articulate the new strategy and why flexibility is important.
8. Make Sure People Know How The Business Uncertainty Will Affect Rewards. Tell employees as soon as possible if their total rewards package will be changing. Your workforce would rather know what to expect, even if the news is less than desirable. No one likes surprises.
9. Challenge People To Cross-Train And Learn New Jobs. Employees can add value—for themselves and the organization—by acquiring new skills. Those who adapt may fare better during a restructuring, and will appreciate the opportunity to expand their skills.
10. Share Key Performance Indicators with Every Employee. This is especially important if your key measures have changed to battle the economic crisis. Communicating this information will also help people understand how their role contributes to the company's goals.
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