Employee Communication in Times of Permanent Crisis

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Employee Communication in Times of Permanent Crisis: How to provide Orientation

Exploding energy prices, record inflation, supply bottlenecks - such permanent crises cannot be controlled from a company's point of view. But there are ways to navigate teams through difficult times. Jonathan Fasel, expert for crisis communication, provides a checklist with seven tips for employee communication in times of crisis.

The consequences of the covid pandemic, exorbitant energy prices and record inflation create a mix of crises that profoundly affects and disturbs employees' daily lives. Rumors of production downtime due to energy shortages are spreading. Others are afraid of a drop in orders and are worried about their jobs.

This makes it even more important to provide employees with support. For managers, communication with employees in times of crisis is a balancing act: on the one hand, they have to ensure that daily tasks continue to be completed, while at the same time providing clarity and direction within the company.

The following recommendations for action by Jonathan Fasel, Managing Director of Fasel & Fasel, can help you navigate through current crises. For a brief overview, you can find a checklist at the bottom of the page.

1. Talking is golden - especially in times of crisis

People appreciate when they are regularly updated, even about minor changes. This helps them get involved: Regular employee communication is a sign of appreciation and respect - a key factor in overcoming powerlessness caused by the crisis.

Researchers at the Institute for Applied Media Science in Switzerland came to the same conclusion. In a review of qualitative interviews with managers, they discovered that regular communication increases the motivation of employees. Whoever communicates retains sovereignty: If you are the first to send a message, you set the tone.

2. Explain your decisions

No matter what crisis looms - try to be predictable in a world that is not. Talk about things where there is a high amount of certainty. Explain and justify all plans, actions and decisions. Clarify questions, especially the how and why. This promotes greater understanding of your actions and the company's strategy.

3. Recall the core purpose of the company

The mission and vision of your company, the what and why of your actions, provide orientation - especially in times of crisis. Ideally, both are clearly formulated and communicated both internally and externally. Use mission and vision to give meaning to your activities.

If your employees know what they are contributing to the world with their work, it will be easier for them to handle a crisis. If you haven't clearly defined the core purpose, start working on it: mission and vision are the foundation of a successful company. And no, "making money" is neither mission nor vision.

4. Change the perspective regularly to communicate more empathically

Put yourself in the position of the employees and try to understand their concerns and fears. Address possible questions and uncertainties yourself. If your employees feel this honest empathy, it will be easier for them to trust you. Also address issues that are not directly related to work - this shows that you care about people and not just about the well-being of the company.

5. Refrain from euphemisms

A study by the University of Milan on internal communications during the global financial crisis in 2009 found major differences between what managers want to communicate and what actually reaches employees. The reason for this are unclear messages from management, which are twisted into the positive and cause distrust among many employees. Employees surveyed criticized top-down communication and accused their companies of opportunism.

Refrain from euphemisms! Crises are not "thorny opportunities." When your employees fear for their jobs, clear messages are needed. Beating around the bush only fuels the rumor mill in times of crisis. Win your team's trust through honesty, not false promises or appeasement.

6. Create occasions for questions

Everyone processes information differently and has different communication needs. A study by Jesper Falkenheimer from 2022 suggests that employees perceive internal crisis communication messages differently depending on which internal organizational group they belong to.

Employees in manufacturing, for example, are more likely to feel the need to be addressed directly and personally. For employees who work at computer screens, email and video conferencing are well suited. For both groups, low-threshold smartphone offerings, such as employee apps, are ideal. This way, communication can be customized to meet their needs.

Also consider the size of the format: some need a physical townhall meeting with the entire workforce to ask their questions. Others prefer a discreet lunch with their supervisors. There are options for this in remote work as well: from a digital staff meeting with a chat question to a small group digital team event where sensitive issues can be discussed in person and in a casual atmosphere.

7. Include perspectives from all target groups in the company

You should not only decide on the messages and channels of internal communication in the small circle of the already well-informed management. A study by Yeunjae Lee from 2021 concludes that diversity-oriented leadership leads to a situation in which internal communication is better, because it is more transparent, during a crisis. It satisfies employees' needs for autonomy, competence and recognition.

Conclusion and checklist

Honesty, reliability, empathy and orientation: These are the qualities that will help you and your team to survive long-term crises. In the best case, you will in fact emerge from the crisis stronger. Because those who stick together in a long-term crisis get to know each other better - and are more likely to remain loyal to their own team in case of doubt.

You can check out our recent LinkedIn posts or talk to our internal communication experts if you want to know more about internal communication or related topics.

??Also: Don't forget to sign-up for our German webinar ?? on 16th of November with our experts from?fasel & fasel!?where we give deeper insights on this topic:?https://lnkd.in/eVutc__B

Sources:

Ecklebe, S. and L?ffler, N. (2021): “A question of quality: perceptions of internal communication during the Covid-19 pandemic in?Germany”, Journal of Communication Management, Vol 25, doi/10.1108/JCOM-09-2020-0101

Lee, Y. and Tao, W. (2020): “Enhancing employees' knowledge sharing through diversity-oriented leadership and strategic internal?communication during the COVID-19 outbreak”, Journal of Knowledge Management, DOI:10.1108/JKM-06-2020-0483

Mazzei, A. and Ravazzani, S. (2011): “Manager‐employee communication during a crisis: the missing link”, Corporate?Communications: An International Journal, Vol. 16 No. 3, pp.?243-254. https://doi.org/10.1108/13563281111156899

Ruck, K. and Men, L.R. (2021): "Guest editorial: Internal communication during the COVID-19 pandemic", Journal of?Communication Management, Vol. 25 No. 3, pp. 185-195. https://doi.org/10.1108/JCOM-08-2021-163