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New Tactics Needed to Handle Employees' Shifting Values
by Thomas H. Bodin, president of OI Partners—Minneapolis, MN
Stress in the workplace is nothing new.
Workers have always been subject to troubling influences that have affected their performance. Most stressful situations usually resolve themselves over time or are worked out by talking to a co-worker, a friend, or a spouse.
Our faltering economy and the war against terrorism have magnified these pressures. Stresses never before faced by workers are suddenly of paramount importance and, in many instances, are negatively affecting productivity.
The role of the business owner has changed. Once focused on employee productivity, managers are now taking on roles to alleviate fears, provide a secure work environment, and deal with shifting priorities.
These sentiments were reflected in a survey of HR practitioners conducted by OI Partners Inc., two weeks after Sept. 11 at the Minnesota Convention of the Society of Human Resource Management (SHRM). Respondents were asked to identify issues that were most likely to immediately impact their companies. The top three were workplace stress, cash flow projections and security. These results differed significantly from a similar survey by OI Partners earlier in June at the SHRM national convention in San Francisco where respondents' top three concerns were retention, aging workforce and recruitment.
In light of economic and political events, we're seeing a dramatic shift of values in the workplace as management and employees try to reevaluate their professional and personal goals and roles. Many candidates in outplacement programs have told us that "climbing the corporate ladder" is not as important as before. Many will accept a lower paying job for a less demanding one. Family and lifestyle issues are key in evaluating their next job. In the past, they asked for help in transitioning into a similar position.
Their priorities often include less responsibility, shorter work hours, and an aversion to travel. The job doesn't define the person to the extent it once did.
Managers who want to keep employees feeling secure and happy -- and thus productive -- will recognize this shift in values and respond accordingly. Here are some ways to minimize employee stress:
- Be flexible - Offer more job flexibility to allow employees to spend more time with their families. For example, workers may want to visit their children in off-site day care centers during the day. The peace of mind this can bring will be rewarded in productivity.
- Support charitable endeavors - Following the Oklahoma City bombings, many workers took time off to do charitable work. Employers were also expected to assume stronger roles in certain charities.
- Make accommodations - For example, to make workers feel more secure, create an evacuation plan and practice it periodically.
- Allow some employees to work from home - Many workers in urban centers may prefer to work at home rather than in an office building. If given this option - even for just a few days a week - it can help ease stress.
Managers must also be sensitive to other issues. For example, companies that have historically been generous to departing employees can no longer provide the same levels of support. This places additional stress on managers. Many are making key survival decisions for their companies, yet they themselves could be downsized the next day.
But, at the same time, talent is still in demand and retention a concern. Companies are trying to accomplish more with fewer people. Managers are under pressure to keep valued workers happy and motivated. Additionally, there is a need for people who can step into a job immediately. Unfortunately, many workers, especially those downsized from manufacturing and high-tech industries, cannot readily transfer their skills to a new job. Professional guidance from a coach or mentor can help them identify and develop the necessary skills.
This situation has created a new breed of worker. Many were casualties of the economic downturn in the early '90s and have become more independent and distrusting of management. They're looking at their careers from a more internal angle that focuses on "me" and "now". Workers are setting the conditions for employment.
Americans are getting on with their lives, but with a new attitude about the way they want to work. While the stresses will still be there, smart managers who know how to respond can anticipate greater employee loyalty and productivity.
Thomas H. Bodin is president of OI Partners in Minneapolis, MN. OI Partners, Minnesota, is a career consulting /outplacement firm in Minneapolis, MN.
