By Helen Schneiderman

Findings from a recent research study, Engaging Employees in Uncertain Times are surprisingly positive. While B.C. organizations are most definitely effected by the global recession, the impacts are not as great as perhaps the media is leading us to believe.

The research, conducted by Engage Consulting Solutions and Peopleworth Inc, included 39 organizations of varying scope and complexity and from multiple industries. Information was collected through one-on-one discussions with HR or management representatives of each participating organization. The qualitative data were analyzed within the context of employee engagement to determine whether current conditions are causing disengagement, and which approaches are having the greatest impact on maintaining or increasing engagement.

The results show that, instead of overreacting in rash or drastic ways, organizations are proactively reviewing their business and talent strategies, implementing more conservative budgeting practices, and cautiously filling vacancies to help weather the storm. In addition, many organizations see a silver lining in the increased availability of outstanding talent. Taking advantage of this will clearly provide these organizations with a competitive advantage when the tides turn.

The impacts on total rewards and training and development practices are also less dramatic than expected. Very few organizations in the study have had to resort to pay cuts, and while there are some reports of pay freezes, the majority provided some form of increase, albeit smaller than recent years. Minimal changes reported to training and development practices, typically an area hardest hit in times of financial instability, could be an indication that organizations are finally realizing that eliminating or drastically reducing learning opportunities is counter-productive in the longer-term.

Slightly less positive are the descriptions of workforce moods and the dearth of organizations proactively assessing how employees are feeling. Employees are reported to be “cautious and uncertain,” despite reports of economic conditions having minimal negative impact. This is likely correlated to insufficient efforts of organizations to formally and proactively stay in touch with employee perceptions. Leaders making the assumption that employees “know they know” is not good enough. When leaders don’t seek the truth, employees perceive this as not caring, which impacts their levels of trust and emotional commitment to the organization.

When it comes to addressing the mood of uncertainty, many organizations stressed the importance of counteracting the pervasive negativity by providing clear, consistent messaging about the organization’s current reality, regardless of what that reality may be. In addition, focusing on programs that promote recognition, learning and development, and employee wellness are also seen as crucial to reducing the uncertainty and increasing retention and engagement.

Despite minimal effort to actually find out how employees are feeling, the majority of organizations agreed that effectively communicating is the most important thing for organizations to be doing to engage employees during uncertain times. This means providing frequent, consistent communication at all levels and using a range of media and mechanisms to get the right messages delivered to diverse employee groups. Many organizations also impressed upon the fact that leaders must be honest and transparent about current conditions, whilst at the same time remaining as positive and reassuring as possible.

Throughout the research, the importance of positivity was a resounding theme. Many organizations seem frustrated by the relentless negativity and “doom and gloom” messages provided by the media, which makes it increasingly difficult for employers to stay focused and for employees to remain positive. Despite this challenge, most organizations are optimistic, some more cautiously so than others, about bright futures for their organization and for the province of B.C.

B.C. started this economic downturn with a talent shortage, and despite everything else going on in the marketplace, this reality has not changed. Engaged employees are the key to an organization’s ability to grow and prosper. This is particularly so in today’s economy, where attraction and retention of experienced, skilled, and creative employees can make the difference between success and failure. Fully engaged employees that are committed at both rational and emotional levels are more likely to stay with the organization and deliver enhanced performance, both critical to business success. Keeping engagement at high levels should be a priority, not only for the short-term survival of an organization but also for its longer-term health. Otherwise, when conditions improve and labour markets tighten again, there is a risk that many top-performing employees will simply leave for better opportunities elsewhere.

For additional information about the research findings please contact Helen Schneiderman at helen@engageconsulting.org or 604-738-6069, or visit www.engageconsulting.org.

Helen Schneiderman, Principal Consultant of Engage Consulting Solutions, has over ten years experience as an HR consultant in the areas of organization effectiveness, compensation, and communication. Helen has worked with clients in all areas of organization measurement, including the design and implementation of employee engagement surveys, translating quantitative results into HR systems that are aligned with strategic goals. Her broad consulting experience includes the design and implementation of performance management and job measurement systems, competency frameworks, and total rewards assessments. Helen holds a Bachelor of Arts from the University of Witwatersrand (South Africa) and is a Certified Compensation Professional (CCP). Helen stays active in the B.C. human resources community through her involvement in the BC Human Resources Management Association.