The document discusses the effects of COVID-19 on employees and the current state of trust between employers and employees. It cites data that 50% of employees felt COVID affected them a lot, losing pay or working less hours, and over half report daily worry, stress, or anger. Additionally, only 61% of employees trust communications from employers. The document prescribes that employers listen more than they speak to build trust, be honest about themselves, and seek untapped employee perspectives to better understand what fosters trust.

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n.robertjohnson
Unitingpeoplethroughpurpose.
Revaluing Trust
TheNew Employee-EmployerRelationship

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n.robertjohnson
Unitingpeoplethroughpurpose.
Context. (The effects of COVID on your people.)
Life Impact (affected ‘a lot’)
50%
Lost Pay
33%
Worked Less Hours
40%
Temp Stopped Working
38%
Life Evaluation (thriving)
56%
Daily Worry
48%
Daily Stress
57%
Daily Anger
22%
Daily Sadness
22%
Source: Gallup,Global State of Work,2021
(US and Canada Results)
Governance
56%
(say corruption is widespread in
country’s businesses)

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n.robertjohnson
Unitingpeoplethroughpurpose.
Context. (The state of trust elements.)
Oneinthree employees don’t trust theiremployers.
Nearly 8 of 10 expect their employers to act on issues like vaccine
hesitancy, climate change, racism, and automation retraining.
53 % are fearful of job loss.
56% believe business leaders are purposely trying to mislead people.
61% trust communications from employers.
(12%automaticallybelieve;49%needtoseeittwice;7%willneverbelieveit’strue.)
65 % believe CEO should hold themselves accountable
to public , not just to board of directors or stockholders.
50 % are more likely to voice objections to management
or engage in workplace protests.
Source: EdelmanTrust Barometer 2021

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Listen twice as much as you speak.
Trust building starts when you listen. From the traditional (town halls, focus groups,
picnics) to digital community networks, spend more time learning to better shape
your trust-focused efforts.
Be honest about yourself.
“We are what we pretend to be, so we must be careful about what we pretend to be.”
—Kurt Vonnegut
People - employees, candidates, and other key stakeholders - respect and expect
honesty. High-performers excel in creating workplace experiences deeply-rooted
in a ‘being true to oneself’ approach.
Don’t be authentic, be real.
Avoid institutional and HR ‘go-tos’ and seek out untapped workforce perspectives
to better understand the levers of trust in your employees’ every day experiences.
n.robertjohnson
Unitingpeoplethroughpurpose.
Prescriptions.

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Unitingpeoplethroughpurpose.
n.
What’s changing in your
relationship with your
employees?
Let’s find out.