To get through the tough times, your organization cut staff to bare bones. Work tasks were re-assigned and divided amongst the remaining employees. How does this impact morale and productivity? This is an important question that Tom Krattenmaker touches on in one of his recent Harvard Business blog posts.
When employees are asked to do extra work after a downsizing --and additional compensation is unavailable--stress levels can increase. Even employees who understand the situation and feel grateful to have a job may still experience high stress levels due to new and increasing demands and financial obligations.
What does Krattenmaker suggest in this situation? He suggests being upfront during the performance appraisal discussion about the fact that merit or cost of living increases will not be available. He also recommends that companies keep the performance management system honest and continue to provide objective, honest performance feedback—and-- if available, continue to offer differentiated pay increases.
If job expectations change, however, these changes need to be fully discussed between the manager and employee. New job expectations may bring heightened expectations and may require an employee to perform tasks that he or she may find difficult or challenging. Employees must be clear on priorities and managers must be clear about the type of support that the employee needs to move into a new job role.
Changes of this type may mean that the previously existing performance schedule may no longer be valid. The first question is: how are new job duties assigned? Are tasks given out in a methodical way, or are employees simply told: “oh, by the way, XXX needs to be done, do you think you have the bandwidth to get it done?”
Employees need to understand how job expectations are evolving. When an individual’s job requirements change significantly, it may be necessary to revisit the performance planning meeting and re-determine goals, expectations and evaluation methods. This is also the time to identify skill gaps and plan for any necessary training or employee education.
If an employee is assigned new work tasks, it may be necessary to increase the frequency of discussions to evaluate progress. Have any challenges or obstacles emerged? Do any goals or objectives need to be re-negotiated?
Change-related anxiety and uncertainty can be quelled through regular communication. Krattnemaker quotes “Lila Booth, a Philadelphia-area management consultant,” saying “In the face of silence about performance, she warns, people are apt to think, "I'm next in line for the ax." Employees need ongoing feedback on performance and on the financial state of the company, she says, to avoid "the fear and fury" such anxiety can cause.”
References:
Krattenmaker, Tom. “Appraising Employee Performance in a Downsized Organization.” Harvard Business Publishing [www.blogs.harvardbusiness.org]. April 9, 2009.
