by www.worldatwork.org

Sept. 3, 2008 — Employees who are worried about their future, especially during a down economy, have been shown to have poor customer service skills, are less intellectually engaged in their jobs and may be making plans to find another job, according to research by Sirota Survey Intelligence.

“The potential loss of a job, increased workload, a less positive future within the organization [even if not laid off], loss of colleagues and friends, and management practices that often devalue employees, can all have a significant negative impact on employees’ performance,” Douglas Klein, president of Sirota Survey Intelligence, said in a Sirota Survey story.
Companies can take seven steps – a resiliency strategy – to combat these problems, according to Sirota’s research:

1. Build a partnership culture. The hallmarks of this culture include basic trust, a long-term perspective, joint decision-making, open communications, financial sharing and equitable day-to-day treatment.
2. Create, communicate and exhaust “rings of defense” before downsizing. “An employer that treats its employees as true partners makes every effort to avoid layoffs,” Klein said. “The key is employees having trust in management – that they feel management is being absolutely open and honest, and is doing everything it can to cushion the blow.”
3. Focus on local behavior of immediate supervisors and managers. “Simple management behaviors such as giving timely recognition to employees, supporting their continued development, and providing coaching and guidance mean a lot to employees – especially when they are anxious,” Klein said.
4. Pay more attention to high-potential employees, who are most likely to leave during difficult times. “Even in a tough economy, high-potential employees have other opportunities,” Klein said. “Consider developing a retention strategy for high-potentials that includes a strong focus on career development. Give them special projects to meet their achievement needs, and make sure they are taking advantage of training and development opportunities.”
5. Create ways for all employees to contribute to the company’s efficiency and effectiveness goals. “One excellent mechanism is gain-sharing efforts – sharing the gains that employees themselves achieve for the organization. These programs are very motivating and truly exemplify a partnership culture.”
6. Don’t exclude employees from assisting with possible solutions. “Management often keeps plans and information very close-to-the-vest during difficult times.” Klein said. “Communicating openly and asking for help in developing actions to be taken helps minimize feelings of powerlessness.”
7. Don’t stop performing periodic employee assessments. “Companies need to assess how anxious their employees and leaders are feeling about internal and external issues, and how well their culture and management practices are buffering,” said Klein. “Monitor workers’ stress levels, their perceptions of their workloads, and be on the lookout for burnout,” added Klein.