10 Rules How to Support Employees In Difficult Times - The HR Director Magazine

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Article by Helen Wilson

Every organization has difficult times. Sometimes they are caused by the general economic situation in the region, the country, or the world – as, for example, during an economic crisis. And sometimes the difficulties are related exclusively to the peculiarities of the development of the company itself, to the properties of its market niche.

But no matter what the explanation for hard times, they require increased attention to employees. This attention is doubly important if your company is going to overcome the difficulties and not to lose valuable specialists, not to waste the trust of those who remain, not to spoil the brand of the employer.

Therefore, the management of the organization needs to focus not only on overcoming the difficulties that have arisen, but also to do their best to maintain employee morale, to make this one of the key tasks. Naturally, this becomes task number one for the company’s HR managers.

Here are 10 rules on how to support employees in difficult times. Managers from the custom writing service WriteAnyPapers assure that they are simple in nature, but, unfortunately, they are not always easy to follow. These rules allow you to maintain employee morale despite the difficulties the company is experiencing.

1. Allow employees to talk openly about how they are going through challenges and changes in the company. If you limit them in this – repeating that you just need to “go forward” and overcome difficulties, then these feelings will not go anywhere. They will accumulate, turn into irritation and resistance, make workers less responsible, not unite, but separate them.
2. Do not rush completely and recklessly into the struggle with difficulties. Remember, the key is to gain the understanding and support of your employees. Therefore, before telling them about your vision of the situation and calling for something, show people that you yourself understand their feelings, together with them you are worried about the future.
3. Encourage constructive criticism. If employees express different points of view, even those that differ from yours, make critical comments, they should do so in a completely safe manner – without the risk of being labelled a “threat to team spirit”. If you don’t allow freedom for criticism, you’ll miss out on important and useful information that you could have gained in this way, and you’ll gradually create a work environment in which general indifference flourishes – workers don’t care about anything.
4. Empower employees to solve their own work-related problems. Allow them to take initiative and act constructively. The latter becomes the strongest antidote to the fears and helplessness that overwhelm staff in difficult times for the company.
5. Help employees to be proactive and productive (so that even in difficult times they feel more like winners than sufferers). To do this, think through and discuss with them the short-term goals and objectives of the organization. This will not only add confidence and give them a clear idea of the goals but also direct the attention of employees in a useful direction, displace demoralizing self-pity and fear of what is happening.
6. Communicate with your employees more often. Make sure that every step of the company is understood by the employees as well. When people feel vulnerable and unprotected, their tolerance for uncertainty is dramatically reduced. To feel safe, they need to know as much as possible about what’s going on. You can be more effective in communicating with them by asking them what information they lack about what the company is doing, what they want to know more about, and how they feel more comfortable learning about it.
7. When giving people your perspective or explaining how to overcome the challenges the organization is facing and why, use examples, comparisons, and analogies. This is much more effective than a dry, formal presentation full of abstract facts and statistics. Truly talented leaders are adept at inspiring people with vivid and memorable examples and clear and understandable analogies.
8. Make sure that you keep in touch with your employees by all available means (these can be meetings – general or selective, joint breakfasts, focus groups…). In troubled times for the organization, this is very important. By constantly communicating with your staff, you get invaluable feedback, which helps you find an effective strategy for managing and interacting with your employees. In addition, the feedback helps avoid tremendous moral damage to the organization as a result of any gross errors. The habit of considering and consulting with employees and involving them in company affairs also demonstrates your respect for them and gives them respect in return. Respect is a very important factor for employees, and it creates a sense of ownership of the organization. It makes workers take the initiative, and it’s a great prevention against helplessness and demoralization.
9. When you ask employees for help (ideas, suggestions, initiatives), be clear about the level of suggestions you are interested in, outline an acceptable framework. If you don’t do this, employees will be annoyed and frustrated when you don’t take advantage of their suggestions. Make sure employees know what stage their idea, request or suggestion is at. Likewise, keep people informed of the final result.
10. Be sure to celebrate victories or at least individual successes together with your employees, both formally and informally. In difficult times, it’s especially important that employees don’t get discouraged, but feel like winners from time to time.

Helen Wilson is a professional content writer. Her main spheres of specialization are Marketing and Productivity. She also studies topics about psychology and health and plans to create her own blog about health.

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