Genevieve Roberts
Whenever companies downsize or lay off workers, the employees left behind often suffer poor morale — leading to decreased productivity. In addition to a negative impact on employee morale, shareholder value and community relations can also suffer. Companies sometimes develop strategies to repair relations with these outside constituencies, but often overlook the remaining employees. However, companies can take steps to reassure these “survivors” of the company’s situation and their own job security.
One relatively simple way to ease employee concerns is to increase communication with them. This is critical because the survivors think they may be victims in the next possible round of layoffs. It is important for companies to reassure employees of their future with the company and confirm the company’s direction and vision.
The best way to increase communication is to hold one-on-one meetings between managers and employees so employee concerns can be heard and addressed directly. By asking employees what they are thinking about the situation, managers can develop strategies to head off or correct any problems or misconceptions.
This approach is the best way to diffuse rumors and reassure the “survivors” that their job is secure. Be careful however, not to communicate something that you cannot deliver or is not the truth. For example, do not explain that there will be no more layoffs just to try to appease employees unless you are absolutely sure there won’t be. Otherwise, you will do more damage than good.
In addition to communicating with employees, employers should take steps to increase their investment in employee development, which is a key driver of employee satisfaction. When companies provide frequent feedback about employee job performance and jointly agree upon training and development goals, employee perception of longevity and security increase.
Companies also need to realize that while some of the employees went away, much of the work did not, placing more stress on the employees. Managers need to reassess the workload and decide what projects can be cut or rescheduled to keep the stress level manageable for the survivors. Furthermore, companies should encourage employees to use their Employee Assistance Plan (EAP) to help them work through emotional issues and stress, or provide a similar resource if a plan does not exist.
By investing in employees’ career interests and growth, companies make a tangible commitment toward valuing their workers. When companies invest in their remaining employees, employees are happier, productivity goes up and shareholders win.
Seven tips for effective workplace communication
1. Provide and solicit regular two-way feedback
2. Frequently ask employees what they think
3. Encourage employees to ask questions
4. Develop a team atmosphere
5. Address employees by their first name
6. Respect employees and treat them fairly
7. Provide targeted recognition for jobs well done
Genevieve Roberts is managing principal of Richmond-based Titan Group LLC and can be reached at .
Great tips and an interesting article. I think I have commented about this in another post on this page, but I could not agree more. I honestly feel as if there is a lack of emphasis on the importance of open communication within the office or corporate environment. There are countless issues that can be avoided if there is honest and open dialogue amongst co-workers. I am guilty of this as well, as it is very easy to become consumed by your own work and to disregard the viewpoints and opinions of your fellow office mates.
Those seven tips at the end of the article should be inscribed on the wall of every break-room or kitchen in every office building in America. If all of us could take some time out to better consider the voice of those around us, our workplace atmospheres would be a whole lot better.
--Worker in Greensboro of Greensboro, NC
May. 21, 2009 at 08:34 AM
Excellent and revealing article that really highlights the problems with downsizing. Communication is the key to any successful business and must be within all personnel not just the big wigs.
I experienced this a few years ago while working for an Online Business Marketing company. They introduced a type of questionnaire for employees as well as a weekly meeting in which all problems and concerns were addressed. It was a great success and the staff were so much happier knowing everything was out in the open. I definitely recommend the advice from Genevieve Roberts.
--Henal Patel Carmine of NYC
Jan. 29, 2010 at 03:18 AM