| Let's face it, today you probably have less people | | | | in a recognition program. Also make sure you know |
| working for you than you did this time last year. Times | | | | how they want to be recognized. Try to publicly |
| are tough right now. Unemployment is over 9%. All you | | | | recognize people for their work, if that's what they |
| hear on the radio and on the nightly news is how bad | | | | want. Recognition doesn't have to be expensive, just |
| the economy is. Well there are pockets of positive ... | | | | sincere. Some of the best recognition programs that I |
| signs that things are getting better. And I much like you | | | | have seen are free. |
| want to be ahead of the competition when we get out | | | | 3. Don't Tolerate Poor Performers. Just because times |
| of this "Economic downturn". | | | | are tough, don't tolerate sub par performance. |
| More than likely you are seeing a few things in your | | | | Employees will see your change in the standard. This |
| business because of this economic downturn. A | | | | could lead to resentment from employees who are |
| decrease in the number of employees you have in | | | | really working hard. In these times it is important to set |
| your shop and this challenging economy can lead to: | | | | realistic goals for your teams and hold them |
| | | | accountable. Ensure you celebrate wins frequently and |
| 1. A decrease in morale, because of uncertainty and | | | | set smaller more frequent goals. |
| the economy. | | | | 4. Don't Change Your Management Style. Just |
| 2. An increase in the amount of work your employees | | | | because things are challenging doesn't mean you |
| have to do. There is a solution to these challenges that | | | | should change how you manage your team (unless of |
| if you implement today you can pull yourself out of this | | | | course you manage them poorly). Recently I read a |
| downturn on top. | | | | quote that I think sums this up nicely. "Don't forget that |
| A Decrease in Morale - Morale...the silent and not so | | | | how well you manage (or how your organization |
| silent killer | | | | treats people) in tough times sends a powerful |
| Employees are on edge. With the down turn in the | | | | message - that may well matter when times get |
| economy it's likely that your organization has had to do | | | | better. Act accordingly." Dr Allen, University of Western |
| some downsizing. Millions of organizations have. What | | | | Ontario psychology professor. |
| we often don't hear is the negative effects of layoffs | | | | An Increase in the amount of work your employees |
| on morale and the productivity of the remaining | | | | have to do. Didn't Johnny used to do this? |
| employees. | | | | Employers have fewer resources in their business, but |
| According to a recent CareerBuilder survey: | | | | often times, there isn't less work to do. According to a |
| - 30% of employees say they are burned out. | | | | recent CareerBuilder survey: |
| - 34% of workers who kept their jobs report they are | | | | - 47% of workers reported that they have taken on |
| working longer hours and more weekends. As a result, | | | | more responsibility because of a layoff within their |
| management is responsible for reenergizing the | | | | organization. |
| employees and helping them cope with the changes. | | | | - 37% say they are doing the work of two people. |
| Additionally, employees need help managing stress. Not | | | | This is an excellent opportunity to provide training to |
| only are they affected at work, but the recession has | | | | the team to help them focus on the top priorities. Ask |
| likely impacted their home life as well as spouses have | | | | lower level employees to step up and show what they |
| lost jobs, stress of the financial markets, etc. And the | | | | are compatible of. Training your employees to be |
| media certainly isn't helping by trying to scare the | | | | more efficient will help them increase productivity. |
| bejesus out of you each day. These challenges can | | | | During an economic downturn, budget constraints often |
| lead to turnover, which can be very expensive for | | | | hinder our ability to hire new employees even when it's |
| companies. I worked with a company recently that | | | | really needed. This is a great opportunity to invest in |
| calculated it cost them $30k when an employee left | | | | your current team of resources and determine who is |
| and needed to be replaced. This loss of productive | | | | capable of learning some new skills. |
| time and resources required to get the new employee | | | | So what can you do to ensure you get the most out |
| up to speed is a killer in most organizations. Limiting that | | | | of your employees: |
| unproductive time and high expense should be a focus | | | | |
| on many organizations. | | | | 1. Set Clear Objectives. Make sure your team knows |
| Employees feel more stress and overworked. Training | | | | what is important. Setting clear objectives can help |
| during these times is the key to keeping morale up and | | | | them prioritize their work and make a much more |
| employees motivated. The American Society of | | | | manageable experience. |
| Training and Development says that traditionally | | | | 2. Share Work Fairly. It is critical to share work evenly |
| companies will spend more than $134 Billion on training. | | | | across the organization. Managers tend to continue to |
| That equates to about $1103 per employee per year in | | | | assign new projects to the people that are the hardest |
| most companies and in the Fortune 500 we see that | | | | workers. Thus giving them more work and in turn |
| yearly spending increase to $1609 per employee. How | | | | setting them up for burnout. |
| much more could you get from your employees with | | | | 3. Ask Employees to Take on More. This is great, but |
| that kind of investment in their future? | | | | you have to set them up to succeed. It would be like |
| So what can you do to increase employee morale? | | | | asking your barber to cook you a gourmet dinner, he |
| | | | could do it, but if he didn't have the proper training more |
| 1. Communicate and Stay Positive. It is very important | | | | than likely you would not get what you wanted. |
| to motivate employees by making sure they know | | | | 4. Cross Train. This is a great opportunity to cross train |
| they are a valuable resource. Make sure they know | | | | your team. The employees will like the challenge of |
| they are still needed and valued. Be sincere. Let them | | | | learning other areas of the business and will feel more |
| know that you understand this is a difficult time. | | | | valuable to the organization. Be careful to not just add |
| Communicate clearly with a well thought out message | | | | when you are cross training but truly give the |
| letting the employees know what is going on and what | | | | employee time to learn the new task, by pulling things |
| is expected. | | | | off their plate to ensure they are not learning in addition |
| 2. Reward and Recognize Performance. This is a | | | | to all of their other work. What would it do for your |
| great time to institute or revive an employee | | | | business if you could get one more sale per person, or |
| recognition program. Make sure you talk to your | | | | build one more client relationship per person? |
| employees and understand what is important to them | | | | |