Achieved Strategies

When Right Management released data from their research on employee discontent, I was floored. Their research showed that 84% of employees plan to look for a new job in 2012. 

The number seems a little too high and I question the sample size in their research, but their analysis findings are similar to other research. Employee discontent is commonly surfaced in my conversations with managers and employees. 

It’s a problem managers cannot look away from and hope things get better as the economy improves.  

Significant damage from executives’ short-term thinking in response to the Great Recession has fractured the relationship between managers and employees.

More than a plan to improve the business’s profits is necessary. Managers must look squarely into the problem of employee discontent and show that the path forward also includes placing great importance on how employees are valued.

A good place to show the value of employees is by repairing the relationship with them.

Acknowledge mistakes. Saying sorry can be hard. If, however, cost cutting measures and layoffs were poorly handled then that must be acknowledged. Show employees that management understands that better ways of sharing tough news must be learned and used.

Listen to concerns. Give employees voice time to share what concerns them about the state of the business. Let them get off their chest their anger, frustration, disappointment. Be careful, though, to not let it turn into a whining session.

Identify actionable ways to move forward. By letting employees voice their concerns, it opens the door for you to discuss how the team can move forward. Being stuck in the sewage of anger will weaken the team and the organization. Collaborate with employees to identify ways to communicate and partner during tough times.

Create measures for progress. Create together measures that show progress for improving employee engagement, satisfaction. This can’t be lip service. This must be an important effort. Keep the measures visible and keep alive the progress in conversations.

Establish timely methods for communication. Find more efficient ways of sharing updates — good and bad — with employees. Social tools can be a tremendous tool to leverage.

Make time for face-time. It’s a weak excuse to say there is no time to meet with employees. If a manager can accept a meeting invitation for another meeting, the same manager can block time to connect with his team.

Build your support network. Regardless if the number is 84% or not, the work of transforming the relationship with employees is not for the faint of heart. Managers will need to support one another. 

Resistance and doubt about management’s efforts to repair the broken relationships will surface. Consistency in actions though will bring people around. Be patient. Be honest.

Graphic by Shawn Murphy