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Insights Into Human Capital: No News Is Bad News
Four simple ways to communicate to your employees during challenging times
by Elise Schroeter
January 7, 2009
G
iven the ongoing climate of uncertainty, some leaders don't know what to say to their
workforce. Others are uncomfortable making commitments when they don't know what the future holds.
But when it comes to your employees, providing "no news" will not be "good news" to them - silence
will create anxiety. On the other hand, candid and sincere communication can help build employee
confidence in the organization.
Towers Perrin has identified four simple ways to help employers communicate during
challenging periods.
Focus on Workforce Segmentation
The implications associated with the downturn vary by employee group, so it is important for
employers to segment and target messages. For example, frontline managers must be prepared to
address employees' questions and concerns. Non-managerial employees must have a clear grasp of the
current state of the company. Employees nearing retirement are concerned about their current 401(k)
account balances, while younger workers may worry about long-term effects.
Increase Leadership Visibility
How leaders at all levels respond to periods of uncertainty sets the tone for the entire
organization and can make - or break - a company's ability to overcome tough times. Leadership has
to make visibility and communication a top priority. According to Towers Perrin's Global Workforce
Study (GWS) of 90,000 employees, leaders get mediocre scores on communication and transparency when
it's business as usual. In times of stress, employees want a closer connection to their leaders.
Webcasts, social media channels and town hall meetings are examples of tools that help leaders
connect with their employees on a more personal level.
Keep Employees Engaged
A Towers Perrin study of 40 multinational organizations over three years found that
companies with high engagement scores had operating margins that were 5.75 percentage points
greater than those of low-engagement companies, and net profit margins were 3.44 percentage points
more. In an unstable economy, the need for employees to go above and beyond to help the
organization succeed
is vital, and understanding the drivers of engagement is key to boosting productivity and
performance as well as retaining top talent.
To a great extent, engaging employees ties back to leadership messages and behavior, not
only at the outset of a crisis, but over time. In fact, the GWS shows that senior leadership wields
enormous influence on employee attitudes and engagement.
The key to monitoring workforce engagement levels and responding quickly to a dip in
engagement is to understand what's really behind the decline because it's not always as obvious as
it may seem. Engagement involves a complex mix of rational, emotional and motivational factors that
connect people to their work and their employers. Understanding those connections is critical to
maintaining energy and focus, especially in a volatile climate.
Promote the Total Rewards Program
Employees must be reminded that benefits can help them cope with life's challenges.
Communicate the value of the Employee Assistance Program (EAP). Where available, highlight
financial and pre-retirement planning and mortgage and credit counseling services. In addition,
consider offering a "Business Training 101" seminar to educate employees on how the business
operates and how they can influence business performance.
Winning with your employees in difficult times is a challenge. Regular updates on the
direction of your business is key. How you handle the relationship with your employees in difficult
times sends a strong and important message about senior leadership's interest in employee
well-being - and can make a difference in how engaged employees are in the organization's success.
Elise Schroeter is principal and change implementation practice leader, Southeast, for
Towers Perrin.
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