Recession-Proofing Employee Motivation

As we hear more and more predictions of an economy showing signs of weakening, managers across the country are asking some key questions: Are we ready for a recession reminiscent of the early 1990s? Have we learned enough from the experiences of almost ten years ago to improve our performance in this year ?

The answer: probably.

As financial experts watch and forecast the depth of an economic downturn, there is no doubt that the early years of this decade will likely be marked by layoffs and restructuring across all sectors. These staff reductions, or even their anticipation, can have a considerable influence on employee motivation and productivity. Recognizing the warning signs of declining motivation and general morale can enable managers to respond quickly with intervention strategies to support declining productivity.

According to Brian Dailey, business consultant for the Oklahoma City recruiting industry, there are many warning signs of a decline in employee motivation that can be expected during an economic downturn. Some of these include: increased sick days when employees are interviewing for other jobs, employees' increased use of the internet to surf job boards and send resumes, less requests for long vacations and greater interest among employees in sales or the financial strength of the company.

Dailey suggests that while employee motivation may lag for a while, some ancillary benefits for employers may include fewer lateness and better work habits as employees position themselves to survive potential job cuts. staff. Few employees will want to be seen as fringe performers if the possibility of recession and restructuring looms in the near future.

The real challenge for managers is to develop strategies to protect employee motivation, despite the fear and worry normally attributed to tough economic times. Dr. Larry Craft, developer of the Craft Personality Questionnaire - a tool that measures personality and motivation for pre-employment screening systems, understands the impact of uncertainty on employee productivity. According to Dr. Craft, companies looking to cut costs by cutting staff should carefully consider the impact on current and future employees before choosing a course of action. "Future employees will tend to seek companies that offer consistency and will likely be shy away from long-term jobs where the potential for turnover is greatest." A company that receives media attention for staff cuts may find that candidates are scarce when economic conditions allow for increased hiring.

Dr Craft agrees, however, that most companies are struggling to assess the impact on hiring they will undertake after a recession as figures suggest the need for short-term staff reduction. His best advice is to understand the unique personalities of current employees and open the lines of communication early to avoid many of the problems associated with rumors and misrepresentations.

Thousands of companies have used Dr. Craft's various testing services to do just that over the past two decades, and many are finding that the resulting productivity requires fewer staff cuts during tougher economic times. Rick Daughtrey, consultant at CraftSystems (800.228.5866) of Bradenton, Fla., suggests that "it's really a matter of investing time and resources on the right people and then nurturing them along the way, reducing the need for discounts because the good people can usually support themselves in the long run."

Managers must learn to assess how they react to good and bad economic times. Too many companies overhire in good times and quickly turn to downsizing as a temporary solution to slowing demand for their services. It's long been recognized that employees are a company's most valuable asset, but many are slow to recognize the full impact of these tough decisions on the motivation of surviving employees. A well-thought-out plan can go a long way to preventing the potential nightmare associated with cutting expenses while trying to maintain productivity.

Finally, the greatest threat to employee motivation may be a shift in focus toward self-preservation rather than team performance.

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