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With the economy in trouble many organizations are having to deal with layoffs and office closures and the resulting uncertainty and anxiety can impact your IT staff at a time when you need them to be focused.
Robert Half Technology Executive Director Dave Willmer says good communication is essential to helping your employees adjust to change in an uncertain economy.
Question: Our organization just closed our sister office and let all the staff go—a surprise decision. Now we are the only location, but rumors are flying that soon there may be layoffs here, too. My IT team is obviously concerned. What can I do to keep my staff focused and encourage them to think more positively? I'm not sure what the future holds, but I do know there's a great deal of work we need to accomplish right now.
Dave Willmer responds: Change—positive or negative—can spark a range of strong emotions. Some of your workers may be fearful. Others might be angry. And if they are expected to take on more responsibilities without the promise of reward or relief in the near future, they may be resentful. Following is some advice for helping your employees feel more secure and less distracted, even when there is a chance more change is on the horizon.
Be a frequent and forthright communicator.
Even if they have not directly expressed it, your IT team is looking to you for guidance. In fact, they are probably watching you very closely, viewing you as a "weather vane" that indicates when the winds of change threaten the status quo. So, be very mindful of your actions.
If you openly complain—or show obvious concern—about recent or pending developments, your staff will notice your negativity. Worse, they may emulate it.
Of course, this does not mean you should ever "sugarcoat" or conceal the realities of a situation. Honesty is always the best policy. When you have news to share, let your staff know immediately what is planned, why it is taking place and how it affects them. Never speculate: Wait until the proposed change is a certainty before informing staff. If there is a chance the change may not materialize, you don't want to cause undue concern or disruption.
Even a "nothing new" report can help keep the rumor mill from spinning, since some employees automatically assume the worst if they receive no information from management.
Listen to your team.
Because everyone reacts differently to change, you may need to tailor your approach when delivering the news to your employees.
A group discussion about the proposed change may suffice for some, while others may want to speak with you individually to ask questions, air their concerns or share their ideas. After delivering a message about the change to your department, be sure to schedule time afterward for brief one-on-one meetings with staff members who may want to talk with you privately.
If appropriate, and depending on the type of change your company must implement, solicit input from your employees so they feel they are playing an active part in the process. For instance, if your IT team must compensate for staff who worked at the now-closed sister office, ask for their suggestions about how the increased workload can be handled without current projects being negatively affected.
If you do ask for feedback, give serious consideration to the input you receive. While you don't have to use every recommendation, making sure the best ideas are implemented will keep your IT staff feeling valued. When you do act on an employee's suggestion, give that person credit. When workers know they have done something that benefits the organization—and it is appreciated—they will feel engaged and likely to contribute even more.
Next: Easing the Pressure on Your IT Staff
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