Helping Your Employees During Troubled Times

As a manager, one of your responsibilities is helping your directs navigate a course through the troubled economic times we’re all experiencing. Even if they still are employed don’t assume that they aren’t affected by the layoffs happening everywhere. Everyone can attest to knowing a relative, friend, or coworker that is scrambling to find another job and make ends meet at home. So if you’re a manager, you may be (or should be) asking yourself, “how can I help my team?” I’ve listed some thoughts I’ve had on this subject below. This is not an inclusive list but points out some of the ideas that have helped me in the past.

• Honesty – this is not a time to spout a corporate line that all is well. In a global economy, EVERYONE and EVERY COMPANY is affected by marketplace conditions. Occupations such as healthcare, long thought to be immune to recessions, are being affected. Doctors and nurses are being let go because of the inability of people to pay their bills. Let your directs know that what their status is based on the information you have. Every employee wants to know where the organization stands. If you don’t know, say so.
• More communications – Do you want to minimize gossip in the workplace? Then have more communications whether it’s an organizational meeting or one on one meetings. I recommend both. Keep the workers up to date on what is happening and what steps are being taken by senior management. Use the one on one’s to see if they have questions or need clarification on certain points. Get to know your employees better. Find out more about how they have been personally affected by the recession. You may not have an answer to all their situations but by actively listening, you show that you are concerned about them not only as workers but as individuals.
• Self Development Plans – In my experience, employees rarely took enough time to develop a well structured self development plan. Even with an emphasis on submitting an annual career development plan, few people would take the time to develop a decent plan that can help them prepare for their next job. I always taught my directs that their only security is in their ability to perform. With the recent layoffs occurring, I sincerely hope that employees will take a renewed interest in improving the depth and breadth of their skills. As a manager, you have a responsibility to help them. This doesn’t mean that you write the development plan for them. But you can listen and offer helpful suggestions. In my opinion, this also requires you, as a manager, to take a broader view of their development. As a valued resource, you naturally want to help them succeed within the organization. Sometimes, it is necessary for an individual to leave the organization to get additional experience and continue their development. If you truly care for an individual, you will not hold them back. For me, it’s putting the individual first. The organization will survive.