GETTING BACK TO BUSINESS - HOW TO GAIN SUPPORT FROM ALL

Americans filed 4.4 million jobless claims last week, the Labor Department reported Thursday, pushing the five-week total of coronavirus-driven job losses to more than 26 million. One report said that we had lost all the gains made in employment since the depression!

Right now, every company, big or small, is navigating its employee workforce through immense changes. Employees and companies alike are experiencing financial insecurity, threats of downsizing/layoffs, furloughs, bankruptcies, feelings of abandonment, and loss of friendships and colleagues, to name a few. There is a long list of challenges companies are facing, and the impact it will have on the employees is largely unknown. Business operations are being reinvented.

The old way of communicating and doing business is no longer relevant; everything about HR, marketing, branding, and employee engagement is new. Things are evolving so quickly that what is true today will not be accurate by tomorrow or the week after. Decisions are being made quickly, spontaneously, and often without careful consideration. We are seeing more knee-jerk decision making and less long-term perspectives.

Companies, their sales channel, and workers are reeling from the sudden economic shift. Sturdy companies have seen substantial revenue declines. Formerly stable jobs are wobbling.

Many big questions remain at the forefront of my mind. Will companies will be able to stay relevant with their employees and abandoned sales channels after all this uncertainty passes? Will all the laid-off and furloughed workers, vendors, and suppliers, who took pay cuts, choose to come back to their employers and business partners? Will they still be advocates? Will they leave the company high and dry when a new opportunity arises? Will they continue to be loyal? Will the company's brand purpose and identity survive? Will they successfully be able to recruit talent?

One critical and delicate area that companies are going to have to cope with, no matter if the company is large or small, is convincing employees and workers to come back to work, ready and eager when the COVID 19 pandemic subsides. While some may need their paycheck and have no choices, many will have found alternative employment, with some earning more money. Others, who have not found alternative work, may need to be persuaded that this will not happen to them again. They will need to be convinced that you are supporting them and won't betray their past loyalty.

While layoffs, pay cuts, and furloughs may be unavoidable, companies that treat workers like humans and valuable assets will see a future image boost and will likely get up and running faster and be more successful in the long run. Companies that don't may find hiring skilled workers more difficult in the future. How companies communicate with and treat their current and furloughed employees will have a lasting impact on their image and reputation. No doubt, after the pandemic, many applicants will ask interviewers, "How did your company handle the coronavirus?"

What is it going to take for businesses to get up and running again, and to secure the loyalty, commitment, and engagement from their workers and customers alike? The key is to keep your employees at the center of your response during transformative moments. Stay in touch and communicate with furloughed and laid-off employees. During a crisis, the culture you create will define your organization.

What are the best ideas and practices right now that your firm should consider going forward? How do you pivot? To answer this question, I have been doing a lot of primary research by talking to many thought leaders/colleagues, and secondary research through reading articles and journals with best practices and approaches to getting the economy and business back to work.

I have reviewed several reports and articles from HR Executive, ADAGE, ADWEEK, McKinsey, and a variety of other sources. Tracy Keogh, the chief human resources officer at HP, offered some great ideas in an article she wrote in HR Executive. Here is an amalgam of some of those themes and ideas:

Be real, responsibly - Transparency is Key - As this pandemic heightens, lousy news is unavoidable. Instead, companies should rely on the currency of trust, giving people a sense of comfort while being honest.

·        The 2020 Edelman Trust Barometer showed that "my employer" was the most trusted institution, by 18 points over business in general and NGOs and by 27 points over government and media. That explains our finding that employer communications are the most credible source of information about the coronavirus. 63 percent said that they would believe information from that channel after one or two exposures, versus 58 percent for a government website and 51 percent for traditional media. Over one-third of people said they would never believe social media if it were the only place they had seen the information.

·        Arne Sorenson's video to his Marriott colleagues was remarkable. Honest. Hard. Difficult. Emotional and heartfelt. He was able to deliver tough news in a way that alleviated anxiety. He showed empathy and selflessness and provided a clear message, all hallmarks of a true leader. Culture depends on top-down leadership that inspires as it informs, and messages will resonate more coming from one key person your workforce recognizes, usually the CEO. A Message from Marriott President and CEO, Arne Sorenson.

New safety protocols - The standard protocols for safety and employee welfare require significant overhaul and change.

·        GM, in a mass message to its employees, described changes workers should expect, including completion of a health questionnaire and temperature screening before re-entering plants. They also conveyed the company's expectation that workers will wear safety glasses and will provide medical-grade masks as well as respecting protocols for social distancing.

·        Walmart is also implementing new safety protocols by providing masks and taking the temperature of all associates when they report to work. If they have any sign of temperature, they will be sent home with pay to recuperate in the safety of their home. These actions are to ensure the safety of their associates and customers alike.

Incremental benefits - To overcome their current anxiety and fears, people want to know that their benefits are going to be enhanced and secure for their short-term and long-term future.

·        Banfield Pet Hospital and Mars Vet Health are providing supplemental paid sick leave to support FT and PT Associates impacted by the COVID-19 pandemic. They created a mobile app, called Banfield's Ask P&O App, to quickly answer employee questions.

·        Booz Allen Hamilton is redirecting $100 million of its budget for enhanced benefits, and other COVID-19 needs to help its employees during the coronavirus pandemic. The initiative includes "major benefit program enhancements to support employees dealing with health, childcare, and COVID-related issues.” It’s also pledging job security for all of its 27,000 employees through July 1. The benefits enhancements also include changes to the company's dependent care program, flexible work setups, and training.

Don't abandon professional development. Provide incremental resources, online learning transition, and informational webinars and support - To continue enabling and delivering value-creating efforts, learning leaders have several tactical steps they can consider: protect employees, adapt programs and delivery, and establish and expand virtual live learning. Digital and virtual learning programs were already on the rise before COVID-19 struck, and we already see a marked increase in such learning programs, which many younger employees embrace. The benefits are connectedness and affinity with their colleagues in the company.

·        Collins Aerospace - The recently merged division of Rockwell Collins, UTC, and Raytheon, has launched a comprehensive onboarding program called Collins Academy to educate and motivate all employees of the combined companies, designed by our firm, Inward. It utilizes an online gamification portal that challenges employees to learn about the company, its culture, and it values in an interactive, fun fashion. Everyone feels connected together, and not alone in their home or apartment.

·        Karen Kocher from Microsoft noted that they have been very successful over the years in developing practical learning experience, but that much of their focus had been on in-person learning experiences. Because of COVID-19, they needed to take a step back and work very quickly and very iteratively to create highly effective virtual learning opportunities. Essential learning for her team has been focused on agility, while maintaining a high level of quality. Lessons learned regarding coordination are:

• -  Don't let perfection be the enemy of the good.
• -  What is needed is a mix of quick, heavy prioritization, and rapid development.
• -  More resources, fewer courses.
• -  The curation of external content is an essential complement for internal learning resources and tools.
• -  Just in Time (JIT) is vital; how do we get them what they need when they need it?

Overcoming anxiousness – It's imperative to make your workers feel safe emotionally and engage in openness and communication. There is a great deal of anxiety and fear associated with health, financial insecurity, and welfare.

·        Hard Rock Cafe, "Most importantly, you have to make employees feel safe," CEO International Chairman Jim Allen said in a CNBC interview this morning. Back in March, in anticipation of the business coming back eventually, Hard Rock Cafe got out in front and took care of their employees by providing furloughed employee with benefits for a month. He has since extended all their benefits for two more months through June. Also, for any employee that is earning $50,000 or less, they will receive grocery gift card question certificates every other week for the purchase of food.

·        More and more companies, the likes of PayPal and JP Morgan, are now taking the "no coronavirus-layoffs pledge" to commit to their team during their uncertain period. This is not just a PR stunt, but a commitment to the livelihood of tens of thousands of employees and their families. It's about openness and transparency. Despite the challenging climate we face today, brands will be remembered by how they treat their workforce and team for years to come.

Keep the employee at the center of everything - One of the BEST ideas I read came from Tracy Keogh at HP. She said, "Simultaneously, while focusing on business operations keep, a keen eye on your workers, their families. Treat them like family. When your employees become the focal point in the center of everything, decision-making, actions, and recovery will take a different form. Imagine and consider what your employees will say about the company when this is all done and over? Do you want them to express appreciation and gratitude for how they were treated? Or will they express how they were mistreated unfairly, and dealt with poorly?"

·        HP transformed and established creative ideas and programs to stay in touch with their employees and their extended families, including ideas such as Wellness Wednesdays and Family & Fun Fridays. They are providing anything and everything employees need, such as hosting Q&A sessions with medical directors to answer employees' pressing questions. HP is engaging teachers and education specialists to help guide parents who are now homeschooling. They are even working with a major movie studio to stream an animated movie exclusively to HP staff and their families on a company-wide movie night. Companies have to continue being intentional about building culture, even when they are not coming together in offices.

Provide mental and emotional support. Don't cut the cord – Stay in touch with your furloughed/laid-off employees; allow them to remain on regular communication channels and on social media. However, experts recommend disabling email and corporate activities, as well as customer-facing responsibilities. If possible, furloughed and laid-off staff need to feel that they still matter to the company and haven't just been abandoned or forgotten.

·        While you can't ask an employee to handle work-related situations while they are laid-off, you can and should keep the lines of communication open if they have questions and provide updates on your business's evolving situation.

·        "Employers should provide psychological support, show empathy, be responsive, and regularly check in with the furloughed employees," said Jie "Jasmine" Feng, an assistant professor at Rutgers University School of Management and Labor Relations. "Effective communication helps to motivate the furloughed employees and retain good performers."

·        "Staff need to feel that they still matter to the company and haven't just been abandoned or forgotten. Make your communications personal to each individual. Personalized communication will be far more valuable than a simple, generic message sent to everyone, and well worth the time that it takes."

-  Even when layoffs are inevitable, leaders have the responsibility to communicate the news to impacted team members in a human, kinder way. Lending Club, a peer-to-peer lending and investing company, had to let go of over 400 people last week. On top of working with his internal team to get the information to the impacted groups, CEO Scott Sanborn also took it on LinkedIn to vouch for all 460 "amazing LC'ers" who are now looking for a new role.

·        "There's research that shows people accept negative outcomes much more easily if it's shown that was a fair procedure used," meaning that a company laying out the reasons for its decision can help someone process the news reduces the anger, provides activity and fairness.

Summary

As an organization, it's imperative to put on a united front for your employees. And, while you might not have all the answers, you do have the power to communicate often, listen to your employees, and stay the course. We have a variety of resources available to help you navigate these uncertain times. Stay tuned for more helpful information and frameworks.

These are unprecedented times with no clear rules in place to deal with actions and their potential outcomes. These circumstances require clear thinking, empathy, effective communications, transparency, and a heart which is empathetic and caring.

Going back to what I said before, imagine and consider what your employees will say about the company when this is all done and over. How you conduct business and communicate with your people during this pandemic matter. It doesn’t matter if you have 50,000 or 10 employees; whether you’re a large organization multinational global enterprise or a small local strip center retail establishment, it doesn’t change the situation. I do, however, understand that smaller companies are particularly vulnerable during the Covid-19 pandemic, and that the impact is more personal for the employee and the owner. How you act and what you say can make a notable impact on the company’s future. Choose your messages and actions thoughtfully, and plan accordingly.

In all situations (large and small) treat your furloughed workers and employees with respect. Treat them the way you would want to be treated; provide clear, honest information on a timely basis. Demonstrate that your company is doing everything in its power to support them and survive this pandemic. They are not alone; we are all connected. Be empathetic and acknowledge that everyone, no matter how senior within the organization, is being affected too.

Now more than ever, companies and leadership teams need help navigating this new terrain and potential minefield. Taking steps spontaneously and randomly, without thoughtful consideration of the consequences, could be disastrous on the operation, your external brand, and even worse on the corporate reputation.

The team at Inward Strategic Consulting, a 20-year leader in employee engagement, brand purpose, and change communications, is here and ready to navigate your employee communications needs. We are ready and able to collaborate with you and your team, side-by-side, to ensure that your people are conducive and enthusiastic to come back to work when it's time. They should be knowledgeable, motivated, and inspired when the time is right to return to work enthusiastically. We can help you and your people feel proud of your actions, proud of doing the right thing during these unfortunate, trying times.

Please call us for a complimentary discussion on how we can help and offer our experience working with clients like Walmart, McDonalds, Collins Aerospace, Aetna, Zurich Financial and many more. Wishing you health and safety.