There’s an old adage that says, “red sky at night, sailor’s delight; red sky at morning, sailors take warning.” If you’re familiar with weather patterns like the sailors long ago, you’ll know this old axiom comes from the knowledge that a red dawn means high water content from an approaching low pressure system. Simply put, a storm is brewing.
Well, we have a red dawn coming in the employee ocean. For years, employers have enjoyed loyalty from their workforce; whether that workforce was paid or volunteer. Now that the U.S. is experiencing dramatic change (and traumatic for that matter), record layoffs creating record unemployment, Boomers and others retiring in droves, and more diversity in the working world, the nature of the work relationship is dramatically changing. There’s a tempest coming, and with it new work ethics, new work attitudes and new work priorities. It’s the perfect storm.
storm alert
In spite of rising levels of unemployment, a fluctuating economy, Gen Z now entering the workforce, and seniors coming back in after retirement, employees still have the expectations they always did, and if those expectations are not met, they won’t hesitate to move on. Staffing giant Spherion® points out that despite the significant change workers have witnessed over the past few years, there is surprisingly little change in how they perceive the employment relationship.
Business Week also chimed in about the changing nature of the work relationship. In a recent article, they stated that historically, “employers made promises that could be kept only if the pace of business growth continued and if that expected growth fed the deal that could be offered to employees.” Now that the recent economic storm surge, along with international tariffs, among other unrest, has tabled many companies’ expansion strategies, this “recasting” of the employment contract is raising many difficult questions.
storm prep
While people may stay at an organization because the current economy demands they do so, holding a job and being motivated in that position are two vastly different things. Additionally, how companies treat their people says a great deal about its principles, which are becoming more and more important as employees want to work in a place where they feel they belong and where personal and professional values are aligned.
So, how can organizations prepare for the stormy future in the employer-employee relationship? Three things: 1) concentrate on the social-emotional connection; 2) offer developmental opportunities that link to the organizational mission; and 3) take advantage of social media.
#1 – focus on the social-emotional connection
One of the greatest causes of misery for employees is the feeling that the organization they work for isn’t interested in who they are and what goes on in their lives. Combat this by training supervisors in social-emotional intelligence. No matter what the business climate, the generation of the worker, or the technology available, all people want to feel important. The Hawthorne Studies of 1924 found that if managers paid more attention and cared about employees, it raised morale and increased productivity. That still holds true today. A recent worldwide engagement study that found that organizations with the highest percent of motivated employees increased income 19 percent and earnings per share 28 percent.
Creating the social-emotional connection also means that basic HR programs have to be in place to meet employee needs. This includes having a decent compensation and benefits package, providing accommodations for the disabled, offering flexible work arrangements, establishing special interest learning communities and presenting good career prospects.
#2 – provide development opportunities
As a general rule, employees want to grow and develop, especially as they consider the next step of their career. Support this by providing developmental opportunities that link to your organization’s mission and vision. The perfect storm of the emerging employment contract also implies that there will never be job security, that employment will be contingent on added value and that workers have the right to demand the freedom and resources to do their jobs well. So, if workers are to add value, help them by providing ample opportunity to improve skills and capabilities. There are many ways to do this such as through education and training, job enrichment or enlargement, coaching and feedback.
Additionally, include people in business decision-making and encourage them to be innovative in their thinking and problem solving. Work with employees to set goals and strategies to achieve those goals. The discipline of planning the work and working the plan creates a line of sight for achievement and keeps people interested and involved.
#3 – take advantage of social media
Post-COVID, social media has become the predominant way of connecting with others. Tech-savvy workers are using it to keep in touch with friends and family, share information, surf for a new job and provide opinions on their work and their workplace. Social media is a virtual conversation and because of this, business is now a virtual conversation. With social media, your organization’s brand or reputation can be literally one comment away from disaster – from an X comment, Facebook post or Glassdoor review. Someone out there is talking about your organization and they can say whatever they want. What you can do is help manage the conversation.
Managing the conversation doesn’t mean telling employees what to say. It means creating an authentic atmosphere where people can initiate a two-way conversation. In the era of business transparency, empowering people to tell the truth can be risky, but
also rewarding. Think about how your organization can use social media to its advantage. Introduce rules of engagement for employees and encourage them to participate with an understanding of those rules. Use social connections to share information about the company – create organization Facebook and LinkedIn pages, X accounts, or internal wikis and blogs where people can share information, celebrate accomplishments, trade opinions. If something bad pops up, have a person in the organization accountable for responding to it appropriately. Just keep the conversation going.
storm aftermath
While workers may be staying in their respective jobs due to the economy, if the relationship is not a strong one-or is abused-when times get better employees and volunteers will leave for greener pastures. Whether it’s today or tomorrow, organizations that invest in their people will find that their people will invest in them.
