Knowhow: Challenging Workloads | How managers can help employees cope in lean times
More than two years after organizations began to reduce staffing levels, employers are faced with the pressing challenge of helping workers manage larger workloads, according to a recent study we conducted at Right Management.
Workers are feeling the brunt of changes in business strategy and restructurings. Our study of 443 U.S. workers found that 71 percent report that their burden had increased as a result of layoffs. In fact, 54 percent said their workload had increased “a lot.” The findings are similar to a survey we conducted a year earlier when 79 percent of workers indicated their workload had gotten heavier.
Pressure Points
Today’s workplace continues to require greater efficiencies and sustained productivity. This means that workloads continue to be heavy for most employees, a situation which presents some real challenges for employers.
Leaders have sought to manage the transition to leaner staffing by asking workers to step up and make greater contributions. The evidence is that workers have generally responded cooperatively to these moves up to this point.
However, organizations risk losing their hard-fought productivity gains if they continue to ignore the pressures employees are under and assume the status quo will continue unabated. In many cases, workers feel like they have hit maximum capacity and are approaching burnout. Such feelings must be acknowledged and addressed.
Where possible, try to ease undue stress through frequent communication and engaging employees to find new approaches and solutions to getting work done. Eliminating non value-added activities and eliminating needless bureaucratic irritants can also demonstrate a true commitment to employees in a difficult environment. Keeping the best talent in the organization should be a primary goal here.
The most effective strategies are based on communication and candor. Companies that are frank to acknowledge increased workloads and seek to instill a spirit of collaboration during tough times tend have more positive employee relations. Such employers go to lengths to help their employees acquire new skills and engage them in a continuing dialogue to foster a mutual understanding between workers and leaders.
All the same, leaner staffing remains a continuing test for most companies. In the near term, organizations may demand extra effort and sacrifice in the workplace, but as the economy picks up, employee patience or expectations may change. And if employee cooperation and loyalty decline, then disengagement will surely rise as will turnover.
Here are four tips for managers to help employees handle increased workloads:
• Prioritize projects and tasks in alignment with business priorities;
• Clarify new expectations and each employee’s specific role in the organization’s success;
• Encourage employees to develop new skills and capabilities;
• Keep focused on business impact, evaluating all new responsibilities in the context of whether or not they will positively impact the business in the desired timeframe.
Any change that significantly impacts an employee’s workload needs to be carefully communicated. Open communication will go a long way in ensuring all parties deliver on the new expectations. Expanded or new roles need to be outlined so employees know how they contribute to the success of the firm. Communication between managers and employees should be at heightened levels.
Peter Russell is the career management practice leader for Right Management’s Northeast Regional Operations. Right Management is the talent and career management expert within Manpower. He can be reached at peter.russell@right.com.
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