Q. : I joined our organization seven months ago as a result of restructuring that brought in new management. Now it is my job to win over a disgruntled workforce that has not had raises for five years and feels betrayed by the former management team. We increased salaries between 18% and 23% in January 2005, but this created even more problems: now some individuals are unhappy because others who used to earn less are now earning the same as or more than they are. Until we took the reins, employees were never told that they aren't performing well: they are hearing it for the first time from us. Obviously they resent it, since most have been with the organization more than 20 years and these are the only jobs they know (besides being semi-illiterate). We also are still struggling to shake off a culture of entitlement. All of this is overwhelming - how and where do we start? How do we begin clearing away the confusion and salvaging relationships with our employees, while also conveying the need to raise performance expectations?
A. Let me begin by posing a formula for low motivation and morale: no raises no genuine and effective performance feedback = low employee energy and high employee entitlement (or, "you've treated me badly so I deserve special compensation or I don't have to be held responsible or accountable"). It's as if all the parties during the previous administration were "content" to cruise and avoid confronting issues of productivity and professionalism. (Even, maybe especially, folks who are "semi-literate" want to be treated as professionals or craftsmen and to be treated with respect.)
Of course the initial reaction to the new authorities setting limits on system and employee dysfunction is going to be anger and protest, overt as well as passive-aggressive. And senior employees may be more likely to feel they have the most to lose during transition. What's a concerned and committed-to-healthy change manager to do? Consider these four empathic and assertive engaging and rejuvenating OD/team building strategies:
1. Group Grieving. Preferably with an outside and, hopefully, objective consultant hold workshops that enable employees to vent their frustrations and fears regarding the new operational procedures, performance expectations and pay status. (My group discussion and drawing exercise whereby participants discuss and draw symbolic pictures of the sources of stress and conflict allows for venting that is infused with humor and laughter. The process also generates team and community spirit. And now there are real issues on the table.
Regarding the former feudal regime, help employees see the connection between no evaluative feedback, no performance standards and no raises. Hopefully, the recent raises were based on productivity measures.
2. "Pay for Performance" Connection. Don't just preach this in mantra-like fashion. The key to PFP success is good communication between the supervisor and the employee (and between the supervisor and his or her manager). Employees must begin to believe that the supervisor is there to provide skills, knowledge, tools and guidance for meeting individual, team and organizational goals. Provide training in setting goals and objectives. Strengthen the employees' sense of control in this process. Create a reward system that heightens the connection between individual and team goal setting, performance and payoff. And now you can confront the wage whiners.
3. Post-Workshop Follow-up. Two approaches:
a) After the initial grief and refocusing workshops, create a small matrix advisory task force - a mix of employees, supervisors and managers from different departments - to prioritize problem-solving objectives and strategies along with providing time lines. Report back to the entire workforce in a timely manner. Allow the entire organization or departments/divisions to comment on proposed problem-solving recommendations. Obviously, top management has the final say, but this collaborative process increases the likelihood of employee buy-in.
b) A second ongoing intervention is having monthly meetings involving employees and front-line supervisors with the head of the organization, the plant manager, etc. The message to employees: top management wants to hear what's going on in the trenches without a middle or upper management filter. Over time this back-and-forth sharing can build trust and rebuild morale. Depending on the size of your company, you may want to rotate employee participation every few months. I suggest a maximum size of 30-50 people.
4. Coach, Counsel and Constructively Confront. Finally, there will be some individuals who will not want to let go of: a) their resentment, b) sense of entitlement because of past injustices, and/or c) the way things were. Some will respond to one-on-one coaching; if you have an Employee Assistance Program (EAP), some will need a referral to counseling. (Remember, stress levels and acting out behavior increase during periods of major change and actual or perceived uncertainty.) Alas, some employees will remain disgruntled despite all your efforts and will adversely impact productivity and morale. These folks will need to experience some form of disciplinary job action and probation. And some recalcitrant individuals will need to be terminated. (Start documenting now!)
This whole process can feel like trying to tame an organizational bronco. Initially, the ride is rough, and you may be thrown off stride. But if you hold the reins tight, yet also demonstrate flexibility and effective communication skills, there is a good chance you will start harnessing workforce energy and enhancing productivity while creating a vital partnership for the long ride. Words and images to help us all...Practice Safe Stress!
