Employee Stakeholder Communication
There are several components to an employee communication strategy. It is the most time consuming, arguably the most important in the long-term and the most complicated. We have found the following strategy to be a good outline:
1 .Be open and honest in all communication. Employees today are better informed than at any time in history. The Pogo comic strip once stated, "The certainty of misery is better than the misery of uncertainty." Uncertainty causes low morale, mistrust and affects productivity. If you know the answer tell them. If you don't, honestly say so.
2.Be timely in all communications. Don't let the employees find out issues that will affect their job by first reading about them in the newspaper.
3.Allocate ample time to meet with the employees. Emphatic listening requires time. Listening is one of the hardest disciplines to master. If the meeting is rushed a sense of mistrust will develop.
4.Meet one on one - written communications are great, but there is no substitute for one on one meetings.
5. Share how the outsourcing process will work. The employee should know (a) where you have been (b) where you are now (c) where you need to be in the future (d) what are the advantages of a private operator. They need to know approximate time lines, R.F.P. requirements, the type of companies that will be bidding and how the private company will be selected. Any R.F.P. requirement or restriction applicable to current employees must be shared. Create a survey which allows the employee to submit questions concerning the process. Compile all responses and respond back to the employees.
6. Constant updates - communicate, communicate, communicate. You cannot over communicate. Information is power. Information is also the single most important tool in reducing fear and anxiety.
7. Provide employees with "what if' options once a private company is selected. Are their opportunities with the private company? Are there other government positions available? What role will the government play in the future of the service or property being privatized?
There is also a great misconception concerning private company's pay scales and benefits. Generally, private companies provide benefits which go beyond the standard medical and vacation package. There are profit sharing plans, ESOP's (Employee Stock Ownership Programs), stock options, matching retirement fund programs and employee owned investment clubs. The government agency needs to coordinate communicating and explaining these benefits to the employees. There is also a need to explain how the combination of wages and benefits create the total compensation package.
8. Coordinate with the private operator employee meetings which will allow the operator to interview the current government employees.
9. Clearly define severance packages and eligibility.
10. Listen to what the employee's goals are after they have had an opportunity to interview with the private company. Help them understand their options.
11. At all times make sure the employee knows whom he or she can talk with concerning questions and concerns.
We have found that when these steps are properly implemented that productivity is maintained and gossip, misinformation and rumors are reduced. Employee fears and anxieties are lessened. It takes a thoughtful plan, one that is sensitive to the reality of the situation and is sensitive to the employee needs. Employees are going to be fearful, angry, disappointed, excited or a combination of all of these. Sensitivity, clarity and timeliness in communications will help create a smooth transition. There may be value in bringing in a third party who is skilled in evaluating the potential pitfalls. This independent and non-bias evaluation may prove to be a tremendous help in successfully constructing an employee strategy.
Peggy.Robertson@dpb.virginia.gov
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