Engaging Employees when there are No Easy Answers April 22, 2010 Management Education Group, Inc . www.ManagementEducation...
Session Objectives <ul><li>At the end of this session you will be able to: </li></ul><ul><li>Anticipate the questions you ...
Job Losses –  February 2007 to October 2009 When Did Your Region's Jobs Disappear?  California 12.6%(p) in March 2010 Unem...
Slate.com <ul><li>http://www.slate.com/id/2216238 </li></ul>
Public Sector Realities Layoffs Redeployments Bumping Recalls Furloughs
What are the Tough Questions You Can’t Answer? <ul><li>We’ve already cut 20% of the workforce.  Are we done? </li></ul><ul...
Facing the Emotions <ul><li>What are the typical reactions you are seeing from employees? </li></ul><ul><li>What are the t...
Reactions will Vary – Even in France  <ul><li>3M factory holds plant manager hostage </li></ul><ul><li>Sony plant manager ...
Deems Job Loss Reaction Cycle™ Source: Make Job Loss Work for You by Richard S. Deems, 2010
Three Kind of Employees Source: “Building Options or Bummed Out,” Beverly Kaye,  T+D , November 2009 POBBOs SOBBOs HOBBOs ...
Characteristics of SOBBOs <ul><li>Action-oriented, future-focused </li></ul><ul><li>Politically savvy, proactive, self-man...
Characteristics of HOBBOs <ul><li>Reactive and victimized </li></ul><ul><li>In denial </li></ul><ul><li>Waiting to see wha...
<ul><li>SOBBOs = Coping </li></ul><ul><li>HOBBOs = Moping </li></ul>How is your organization working to  retain and engage...
Keys for Engaging  without Answers  <ul><ul><li>Your agency’s policies and process </li></ul></ul><ul><ul><li>How workload...
Keys for Engaging  without Answers  Key #2: Communicate Early and Often <ul><li>Respond to community and industry impacts ...
Keys for Engaging without Answers  Key #3: Create the Future with Employees <ul><li>Help them consider their skills, reput...
Keys for Engaging  without Answers  Key #4: Never stop investing <ul><li>Training managers to coach and facilitate retaine...
Keys for Engaging  without Answers  Key #5: Keep Your Face Up Front <ul><li>Watch and listen for rumors </li></ul><ul><li>...
Keys for Engaging  without Answers  Key #6: Get Back to Work <ul><li>Refocus the conversation on things employees  can do ...
Self Check <ul><li>What can you do to ease the fears and address the uncertainty in your organization? </li></ul>
Thank you for your time! Marnie E. Green Management Education Group, Inc. www.ManagementEducationGroup.com 480-705-9394
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SCPMA-HR Annual Conference April 2010

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Presentation for public sector human resource leaders who are responsible for managing the process downsizing and layoff within their agencies.

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SCPMA-HR Annual Conference April 2010

  1. 1. Engaging Employees when there are No Easy Answers April 22, 2010 Management Education Group, Inc . www.ManagementEducationGroup.com
  2. 2. Session Objectives <ul><li>At the end of this session you will be able to: </li></ul><ul><li>Anticipate the questions you are likely to face </li></ul><ul><li>Link the questions to the needs employees have in the new work environment </li></ul><ul><li>Consider six tips for maintaining engagement levels even when you don’t have the answers </li></ul>
  3. 3. Job Losses – February 2007 to October 2009 When Did Your Region's Jobs Disappear? California 12.6%(p) in March 2010 Unemployment Rates 6,162,836 jobs lost nationwide since October 2009
  4. 4. Slate.com <ul><li>http://www.slate.com/id/2216238 </li></ul>
  5. 5. Public Sector Realities Layoffs Redeployments Bumping Recalls Furloughs
  6. 6. What are the Tough Questions You Can’t Answer? <ul><li>We’ve already cut 20% of the workforce. Are we done? </li></ul><ul><li>I heard the city was considering a furlough. Will we all be required to participate? </li></ul><ul><li>I know we are in a hiring freeze. How is the department going to get all this work done? How will my job be impacted? </li></ul>
  7. 7. Facing the Emotions <ul><li>What are the typical reactions you are seeing from employees? </li></ul><ul><li>What are the typical reactions you are seeing from organizational leaders? </li></ul>
  8. 8. Reactions will Vary – Even in France <ul><li>3M factory holds plant manager hostage </li></ul><ul><li>Sony plant manager locked in his office </li></ul><ul><li>Angry tire factory employees threw eggs </li></ul>
  9. 9. Deems Job Loss Reaction Cycle™ Source: Make Job Loss Work for You by Richard S. Deems, 2010
  10. 10. Three Kind of Employees Source: “Building Options or Bummed Out,” Beverly Kaye, T+D , November 2009 POBBOs SOBBOs HOBBOs Pushed Out, but Better Off Staying On, but Building Options Hanging On, but Bummed Out
  11. 11. Characteristics of SOBBOs <ul><li>Action-oriented, future-focused </li></ul><ul><li>Politically savvy, proactive, self-managing </li></ul><ul><li>Development-minded, networked </li></ul><ul><li>Investment-oriented </li></ul><ul><li>Committed to growth and learning </li></ul>
  12. 12. Characteristics of HOBBOs <ul><li>Reactive and victimized </li></ul><ul><li>In denial </li></ul><ul><li>Waiting to see what happens next </li></ul><ul><li>Passive and disconnected </li></ul><ul><li>Committed only to employment and a paycheck </li></ul>
  13. 13. <ul><li>SOBBOs = Coping </li></ul><ul><li>HOBBOs = Moping </li></ul>How is your organization working to retain and engage the SOBBOs? How is your organization addressing the performance of the HOBBOs?
  14. 14. Keys for Engaging without Answers <ul><ul><li>Your agency’s policies and process </li></ul></ul><ul><ul><li>How workload will be redistributed </li></ul></ul><ul><ul><li>Timelines for change </li></ul></ul><ul><ul><li>Options for recall </li></ul></ul><ul><ul><li>Resources to be offered to employees </li></ul></ul><ul><li>(EAP, benefits, outplacement, etc.) </li></ul>Key #1: Be Candid about Reality
  15. 15. Keys for Engaging without Answers Key #2: Communicate Early and Often <ul><li>Respond to community and industry impacts as they happen </li></ul><ul><li>Tell employees about change before the outside world knows </li></ul><ul><li>Deliver news face to face when at all possible </li></ul><ul><li>Weekly CAO webcasts </li></ul><ul><li>Daily or weekly intranet updates under a heading designated for the change </li></ul><ul><li>CAO town halls </li></ul><ul><li>Training for supervisors on how to deliver tough messages </li></ul>
  16. 16. Keys for Engaging without Answers Key #3: Create the Future with Employees <ul><li>Help them consider their skills, reputation, and the changing nature of work </li></ul><ul><li>Engage them in goal-setting, focusing on transferable skills </li></ul><ul><li>Encourage them to seek development opportunities, inside and outside of your organization </li></ul><ul><li>Use development plans to structure their future </li></ul><ul><li>Engage employees in your response to customers </li></ul>
  17. 17. Keys for Engaging without Answers Key #4: Never stop investing <ul><li>Training managers to coach and facilitate retained employees (SOBBOs and HOBBOs) </li></ul><ul><li>Training for employees related to career development and relevant new skills </li></ul><ul><li>Hold a “stay” interview with survivors to determine their individual needs </li></ul>
  18. 18. Keys for Engaging without Answers Key #5: Keep Your Face Up Front <ul><li>Watch and listen for rumors </li></ul><ul><li>Anticipate rumors before they spread </li></ul><ul><li>Address rumors promptly via established communication tools </li></ul><ul><ul><li>- Webcasts </li></ul></ul><ul><ul><li>- Newsletters </li></ul></ul><ul><ul><li>- Twitter </li></ul></ul><ul><ul><li>- Town Halls </li></ul></ul><ul><li>Initiate two-way, face to face conversations </li></ul>
  19. 19. Keys for Engaging without Answers Key #6: Get Back to Work <ul><li>Refocus the conversation on things employees can do something about </li></ul><ul><ul><li>Maintaining customer relations </li></ul></ul><ul><ul><li>Improving morale </li></ul></ul><ul><ul><li>Maintaining or increasing productivity </li></ul></ul><ul><li>Restate the organization’s mission over and over </li></ul><ul><li>Refocus your expectations for performance </li></ul><ul><li>Ask employees for input before making decisions that impact their roles </li></ul><ul><li>Respond to employee questions or requests promptly </li></ul><ul><li>Recognize employees who go the extra mile </li></ul>
  20. 20. Self Check <ul><li>What can you do to ease the fears and address the uncertainty in your organization? </li></ul>
  21. 21. Thank you for your time! Marnie E. Green Management Education Group, Inc. www.ManagementEducationGroup.com 480-705-9394
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