It is also a good idea to talk about how emotions can be more intense at times like this, and that we all need to be especially kind and patient with each other.Īs a manager who is responsible for guiding your staff, it is very helpful for you to understand some of the common stages and reactions experienced by employees as they are going through the change process. The more we “normalize” employee reactions, and let employees know that we understand they are affected by budget cuts and uncertainty – the more they will feel understood and cared for – and be able to function well. There is a common misconception that if you acknowledge that times are difficult or stressful that it will make things worse. They will also be more able to attend to their daily job duties instead of worrying unnecessarily.Īcknowledgement to staff of difficult times and normal reactions. Employees who have useful information will feel less out of control and more empowered.
is the best antidote possible against generalized employee anxiety and the destructive “ rumor mill”. When you are sick and tired of hearing yourself say the same thing time and time again, you may have finally gotten the information across to your staff.Ĭommunication by management that is clear and comprehensive about the source and reason for changes, the process to be used for making decisions about staffing, reorganizations and layoffs, facts about the schedule and dates for implementation and how it will be done, etc. You cannot communicate enough and in too many ways about what is happening during times of difficult change. When staff are in a state of anxiety, especially about something as basic as layoffs and job security, it is normal for them not to hear and take in everything you are telling them about what is going on. This will serve to remind everyone of what has not changed and help to clarify organizational priorities and new realities given the reduction in force. An effective way to help ground the organization and staff following a major layoff is to review the mission, values and goals of the organization, as well as any existing strategic plan, in light of the reduction in force. Continued strategic planning in line with mission, values, and goals.It will also send a positive and reassuring message to remaining staff and others at the University. Treating employees who are losing their jobs with care and support will help them greatly to deal with the challenges they have in finding new work and surviving the layoff experience. Respectful and helpful behavior toward departing staff.Allowing staff to add their input before, during and after cutbacks will increase their sense of control and add to their ability to trust management, contribute creative ideas, and commit to new ways of doing things. Appropriate staff inclusion in decision making and planning. Periods of negative change caused by external forces make employees feel especially out of control of their work circumstances.Using the airplane analogy again, what would you start to think if the flight attendant disappeared into the pilot’s cabin for a long period of time. They may start to imagine that things are going even worse than expected, and that is why management has been absent. During times of change, employees can get anxious if they do not see their management.
Taking the time to show your presence among your staff and provide words of encouragement will do a lot to reassure your workers.
Calm, realistic and positive attitude from management.Following are some proven ways for management to reduce the negative effects on staff of cutbacks, reorganizations and layoffs:
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