Fear and loathing in Atlanta (part 2)
Written by Mary Ann Downey from i4cp on October 09, 2008
Here's a practical list of things managers and organizations can do in times of financial uncertainty and fuel shortages to maintain productivity and prevent engagement from sinking:
Telecommuting – Telecommuting during a gas crisis can maintain productivity and strengthen morale. Not all positions lend themselves to telecommuting and some, like customer service, require an investment in technology. This may be the time to analyze each role in your organization to determine how critical it is to remain on-site. An analysis of this sort can assist you and your organization in planning for future transportation disruptions and in evaluating the pros/cons of further investment. This is also an opportunity to measure whether telecommunicating reduces, maintains or increases productivity. One Georgia state official took the additional steps of closing his office one day a week and stating he will allow all non-essential employees to telecommute until the gas crisis is over.
A final tip: Advise employees and meeting coordinators to always set up a "dial-in" for meetings. This way, if employees are stuck behind a stalled car, in line at the pump or working from home, your meeting can start promptly regardless of the situation.
Review Goals and Objectives – Given the massive changes in the last few weeks, meet with each of your employees individually to review their goals and objectives. This is a good idea, even if you just reviewed goals and objectives in July.
This exercise has three benefits. First, you and your employee can determine if their priorities and projects are in line with your business reality and whether to complete 2008 goals or to move to 2009 priorities. Second, this is an opportunity as a manager to determine how much stress your employee is under. Stress is a productivity killer and an infectious morale slayer. As the leader of the workgroup you need to understand the general anxiety levels and develop strategies to keep the group "on task." Finally, this exercise will relieve your stress. You will have a clearer understanding of what your team is capable of and, if there are risks of not hitting certain targets, you can advise your management team accordingly.
Take advantage of one other benefit and use this opportunity to start year-end reviews based on the discussions with your direct reports. This could save you time during the busy performance management cycle.
Teambuilding – If stress is a productivity killer, laughter is the antidote. Uncertain times are the best occasions to invest in teambuilding. Not traipsing through the woods or trust falls – just taking the time to treat your employees as people and valued resources rather than as expenses that are dragging down your bottom line. Take teams out to lunch – or, better yet, bring lunch in (if you can find someone to deliver). Even slowing down the line or pulling stockers and clerks off the floor for an impromptu fifteen-minute coffee break is a low-cost way to create a sense of community
Please note, do not try this technique in response to a management "snafu." This will only backfire and create resentment (e.g.: You think you can buy me off with a cup of coffee?).- Promote EAPs or Other Resources – If your organization offers an Employee Assistance Program (EAP) or other types of work/life balance programs, these are the times to promote them. If your health insurance offers free annual physicals, reminders to your employees can be helpful. Another benefit you may offer is a Transportation Savings Account (TSA). Organizations invest in these programs to keep their workforce healthy and productive. While there are many competing priorities, promoting these programs should be at the top of the list.
Whether your organization is able to offer these programs or not, as an employer you can ensure that your employees have access to other social services programs. In times of turmoil and uncertainty, people need extra help. Don't use managers to promote them, but rather have brochures in a public space or a community resources page on the company Web site. Organizations you may want to highlight: Alcoholics Anonymous (AA), Weight Watchers, Consumer Credit Counseling, Partnership against Domestic Violence., etc. You will never know if it helped, but it certainly can't hurt.
Involvement with Public Transportation Boards – If you complete your telecommuting assessment and realize that your employees must be on-site for your business to operate, then you should create remediation strategies to ensure your workforce will be mobile in a gas crisis.
A common strategy is to promote your local public transportation system. In Atlanta, whenever a vote to expand the public transportation system comes up, it's usually voted down. This is unfortunate for a city with the longest commute in America. For some organizations, the transportation of people is not a "tree hugger" issue, it's a business imperative. If your organization falls into this category, you should be aware of proposals, costs and plans that may impact your organization.
Another strategy is to bypass the local authorities and create your own transportation system. This is a heavy investment, but, depending on circumstances, may be a solution for your organization. Facilitating carpool matches is an inexpensive place to start. Some organizations offer premium parking to employees who carpool to work. Another Georgia organization, The Clean Air Campaign, promotes alternative transportation solutions with financial awards and carpool matching.
For more suggestions on how to weather a fuel crunch, see i4cp's Pulse Survey Findings: Fuel Costs. As an additional resource for managing the unpredictable road ahead, see i4cp's Pulse Survey Findings: Managing Change.
