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by William Chambers, III, Executrack, Inc./
an OI Partner
Stress in the workplace is nothing new.
Workers have always been subject to troubling influences
that have affected their performances. These influences
might include a new boss, company merger, a missed
promotion, the loss of a client, additional responsibilities,
petty office politics -- and countless other real
and perceived situations that can impact one's ability
to handle his or her job. In most instances, stressful
workplace situations resolve themselves over time
or are worked out by talking to a co-worker, a friend,
or a spouse.
A faltering economy and the recent terrorist attacks
have magnified these pressures. Stresses never before
faced by workers are suddenly of paramount importance,
and business owners and managers are finding that
they must now address fears that just months ago
weren't even on the radar screen.
By definition work is stressful, requiring employees
to overcome physical and mental challenges in order
to create a product or to accomplish a goal. But
never before have employees expressed fear about
working in a skyscraper or insisted on having an
office near a staircase.
These and other new-found stresses are bombarding
the workplace and in many instances negatively affecting
employee productivity. Consequently, managers are
taking on new roles that involve alleviating fears,
providing a secure work environment, and dealing
with shifting priorities.
Although there is no precedent for what is happening,
one message is clear: The role of the business owner
and corporate executive has changed. Once focused
primarily on employee productivity, this person
must now nurture and understand workers at levels
never before anticipated. In order to keep their
business environments running productively, they
must also be prepared to respond to the needs of
a new type of employee.
These sentiments were reflected in a recent survey
of HR practitioners conducted by OI Partners Inc.,
just two weeks after the Sept. 11 events, at the
Minnesota State Convention of the Society of Human
Resource Management (SHRM). Respondents were asked
to identify issues that were most likely to immediately
impact their companies. The 118 respondents named
the following concerns, listed in order of frequency
of response:
1. workplace stress
2. business cash flow projections
3. security
4. required travel: reluctance/refusal
5. requests for more flexible scheduling
6. reorganization
These results were in stark contrast to a similar
survey earlier in June, also conducted by OI Partners,
at the SHRM national convention in San Francisco
where 819 respondents listed the following critical
concerns:
1. retention
2. aging workforce
3. recruitment
4. skill/labor shortage
5. morale/motivation
6. compensation
In light of current economic and political events,
we're seeing a dramatic shift of values in the workplace
as management and employees try to reevaluate their
professional and personal goals and roles in a rapidly
changing world.
Many candidates in outplacement programs have told
us that "climbing the corporate ladder"
is not as important as it once was. Many are willing
to accept a lower paying job for one that is less
demanding. Issues such as family and quality of
life are now key in evaluating the next job they'll
take. In the past, they asked for help in transitioning
into a similar position. In the prosperous times
of the last decade, it was common for these same
people to be recruited into much higher paying positions.
Now, some of them are influenced by underlying fears
and uncertainty. They're telling us they have different
priorities that often involve a preference for less
responsibility, shorter work hours, and an aversion
to travel, to name a few. In short, the job, in
some cases, doesn't define the person to the extent
it once did.
Managers who want to keep employees feeling secure
and happy -- and thus productive -- will recognize
this shift in values and respond accordingly. The
following are just some steps that managers can
implement to minimize employee stress:
Be flexible - Based on the threat of terrorism,
many employees will want to have more flexibility
in their jobs in order to spend more time with their
families. For example, workers with children may
want to visit them in off-site day care centers
during the day. Employers who realize the peace
of mind this can bring will reap the rewards in
productivity.
Participate in and encourage charitable endeavors
- Following the Oklahoma City bombings, many workers
took time off to do charitable work. They also expected
employers to assume stronger roles in certain charities.
Make accommodations - Frequently, accommodations
must be made within the office in order to make
workers feel more secure. For example, create a
clearly stated evacuation plan, and practice it
periodically so that all employees are comfortable
with the procedure.
Consider allowing some employees to work from
home - Many workers in urban centers may prefer
to work in the comfort and safety of their homes
rather than in a multi-story office building. If
workers can do their jobs as easily from a home
office, giving them this flexibility - even if it's
just a couple of days a week - can go a long way
toward easing stress.
Understanding the new concerns facing workers is
essential, since encouraging company loyalty remains
critical to corporate performance. An unresponsive
manager will only serve to alienate employees, especially
during these difficult times.
Smart managers must also be sensitive to other issues.
For example, companies that have historically been
generous to departing employees are now unable to
provide high levels of support for these individuals.
When the economy was healthy there may have been
some security after termination, such as increasing
values of stock options or healthy severance packages.
This places additional stress on management personnel.
Many are making key survival decisions for their
companies, while they themselves could be downsized
the next day.
Yet, at the same time, talent continues to be in
demand, and retention, as seen in the San Francisco
SHRM survey noted above, is still a concern. In
our ailing economy, companies are trying to accomplish
more with fewer and, hopefully, their most productive
people. Management is therefore under extreme pressure
to keep valued workers happy, productive, and motivated.
Also adding to the stresses on both employees and
management is the need for people who can step in
immediately and get the job done. This is not always
that easy as many workers, especially those downsized
from manufacturing and high-tech industries, tend
to see themselves in a single dimension and cannot
readily transfer their skills to a new work environment.
Professional guidance from a coach or mentor can
help them identify and develop the skills needed
for the job.
In response to this situation, we're seeing a new
breed of worker. Many were casualties of the economic
downturn in the early '90s. They have learned from
their experiences and have become more independent
with a distinct distrust of management. They're
focusing on personal lifestyle issues and are looking
at their careers from a different perspective, from
a more internal angle. The focus is now on "me"
and "now." Concerns about physical safety,
family time, job security, and the economy are key
issues.
Managers must be prepared to deal with this new
climate where workers are setting the conditions
for employment, even during an economic downturn.
Despite the disquieting newspaper headlines, Americans
are getting on with their lives--perhaps more cautiously--but
with a new attitude to the way they want to work.
While the stresses will still be there amidst our
tumultuous world, a heads up on the dynamics of
this new attitude can make it easier to bear. And
for smart managers who know how to respond to this
new dynamic, even greater employee loyalty and productivity
is possible.
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