A Future Like The Past?

My hope - once we emerge from this - is that employees are seen less through the lens of bottom-line cost, and more as part of what any organisation can offer to society.

Somewhere in Britain's not-too-distant past, we've lost the idea of providing employement as an end in itself. The idea that offering more-than-the-minumum number of jobs is an essential part of the social reponsibility of an employer.

Britain is psychologically stuck in two eras: the Victorian and the Second World War. And we're happy to be highly selective about which bits we remember and celebrate.

I'd like us to get back to the principles of some of the Victorian philanthropists, people like Joseph Rowntree or Robert Owen. Now, there was plenty wrong with philanthropy and charity in the 19th Century (or Dickens wouldn't have had much of a career). But we can - we do - cherry-pick our ideas and ideals.

To provide a job is to provide someone with a steady income. That means certainty, self-esteem, purpose, dignity, status. It means employers can grant people health and wellbeing.

Because I hope more people come to realise that there's little more important than that.

THE DEAL

What is “the deal”? It’s what your people understand is expected of them, and what they can expect from you. It’s at the heart of the psychological contract, and your EVP. So, how confident are you that this is all understood – in the same way, by everybody?

 

I mean, until a while ago you provided them with things like: an office, a desk, colleagues, a manager they could see. If that’s gone, doesn’t everything else come into question?

On top of this, you may be much busier, you might be much quieter, you might be furloughing, you might be pivoting. In any event, there’s room for ambiguity and different interpretations on what’s needed, wanted, demanded.

On the flip side, you used to offer all or some of: a personal experience to employees, recognition, chances to learn and develop, challenging tasks, inspiring leaders, understood work-life balance arrangements. Some or all of these are different. Some of these are up in the air, and some might not come back down for some time.

So, what IS the deal now? Your people might very well know and understand it, and be able to work effectively. But they might not. You won’t know until you ask them.

So, ask them. Now.

How do your people feel right now?

Do your people still understand "the deal" between you and them?

Do they understand what safety means now?

We've had a while to adjust, people are in new rhythms. You have ironed out creases, got people connected, allowed them to function. But is that enough?

They might still have qualms or issues - and it's likely that on this "war-footing", they don't want to be the one to complain. You need to grant permission, show you understand your duty to help them be as effective as possible.

And there are two issues in particular that you need to explore, if you want to fully enable them.

1) They need to continue to understand "the deal". What do you stand for now? How can people be confident in your future? What do you expect and what treatment and reward do people get in return?

2) They need to know how they are made safe. In the most basic terms of keeping people alive, jobs safe. But also continuing to ensure they feel comfortable, connected, able to keep challenging.

These topics might feel off-the-table now - but the effectiveness of your organisation and the engagement and wellbeing of your people are as interlinked as ever.

Listening will find the gaps... and the ways to fill them.

Furlough ... or farewell?

By now many employers will have furloughed their employees - or be in the process of doing so.

To those not affected, and perhaps to those who still have many (maybe even more) demands, it might seem like a cushy option.

Sit at home, on 80% of wages. Not allowed to work, nothing to spend money on. Happy days?

Not so much. The human brain likes certainty. And our work very often gives us meaning. Take both of those away, and people aren't going to be able to break the back of their first novel, or work towards their Grade 3 Basoon. They'll be discombobulated at best, struggling to adapt at worst.

And - given the pretty dire economic forecasts - they will be aware that not all of them are coming back. What might seem like a holiday to you, may just feel like a stay of execution to them.

You may still have people on the frontline, but you've got a duty to the people at home to talk to them, hear how they're feeling and work to help them.

And you've a responsibility to be honest. When things are unknown, say so. And update them as they become more known.

Even when they're not working for you, give your people certainty and respect.

Tip 5: You have a duty to keep listening

There’s a lot of goodwill about at the moment.

We know that some people are struggling and we go out of way for them, or we give them generous latitude. We recognise the contribution of lots of people that, frankly, society didn’t use to have much time for. 

As citizens and consumers we’re putting up with things that would have seemed extraordinary just days ago. “I can’t go to the shop when I want, and when I do, I have to queue?!”

And that means your people will – gladly – put up with a lot. But that doesn’t mean they’re not anxious, distracted or just confused. Their wellbeing may be really suffering.

So, please, don’t ask once, keep asking. Few things are certain right now. Make sure one of them is that people know their employer cares.

I’m offering free advice or tips to employers, HR or Internal Comms teams to help them understand their employees’ needs in this new world. Get in touch if I can help.