For any type of relationship to succeed, talking things over with, and really listening to, the other party is absolutely essential.  In fact, lack of communication is often cited as a key factor in the breakup of a marriage and the reason for breakdowns in relations between parents and children, as well as among friends.  Unfortunately, too many people, including employers, tend to overlook or forget this basic fact of life.

Keeping Your Employees "In the Loop"

Today, with so much going on in the business world — mergers, acquisitions, intense competition, skyrocketing costs, layoffs, and even some highly publicized executive misdeeds — employee communication is more important than ever.  After all, your employees are the "heart" of the organization, and will definitely feel the impact of nearly anything that affects your business.  

Yet, quite often, management fails to recognize the need to let employees know what's happening.  Workers are either kept in the dark until the last minute, so that they're totally unprepared for any change.  Or they're forced to get information from other, often unreliable sources.  (We all know that, when facts pass through the rumor mill, they usually come out exaggerated or distorted, which can do a lot of serious damage, even to a good relationship.)

The most likely effect of an employer's "silence" on critical business matters is that employees will lose their trust in the employer and its management team.  And they may also feel betrayed, which can turn into resentment and hostility (definitely not what you want from those who play a key role within your organization).

Of course, certain business negotiations and transactions are supposed to remain confidential while underway.  But, these days, there's always a leak, and rumors are fast to flow.  So, to keep your people informed as much as possible, you can simply tell them you understand their concerns and will let them know as soon as final decisions have been made.  Though this message doesn't give your people the full reassurance they're seeking, it does let them know they're important — and helps them stay "connected" to the organization.

Making a Case for Change

Most people, when confronted with change, are willing to accept it if they understand why it's necessary.  It's really just human nature:  We can all swallow a bitter pill if we know why we need to — and what could happen if we don't.

To give you a real-life example, one of our clients had experienced huge increases in health care costs for four or five years, and had just been absorbing the additional expenses internally.  Employees knew nothing of what was going on.

Last year, faced with even greater increases, the company realized it could no longer bear the heavy cost burden alone.  As the first step in implementing a three-year cost-reduction strategy, the company introduced three completely new health plans — two with substantially higher employee premiums, and a low-cost, high-deductible plan with a company match on FSA contributions.

Yet, at open enrollment, when the new program was rolled out, there was almost no grumbling or complaints among the employees, company-wide.  And nearly a third signed up for the new, high-deductible plan.

How was such calm acceptance possible whe employees were faced with substantial cost increases?  It wasn't just effective communication (although that certainly was a key factor); in fact, it was the change management approach that made all the difference.

Months before enrollment, the company began distributing a benefits newsletter, laying the groundwork for change.  The first issues focused on how health care costs are skyrocketing — at home and nationwide — and pointed out what actions the company had taken to try to control this situation with little or no impact on employees.  Also, there was strong emphasis on the employer's ongoing commitment to provide comprehensive and competitive benefits to employees and their families — at a time when many other companies were cutting or eliminating them.

Throughout the campaign, the company presented facts and figures to support its position.  At employee meetings across the organization, the HR manager reviewed the issues and gave everyone a chance to raise questions.  Finally, when the new program was rolled out, there were no surprises.  Employees could clearly understand the reasons for, and accept, the significant change.

Let Your Employees Speak, Too

At some point, we've all said or heard the words, "You never listen to me!"  It's extremely frustrating to feel that your views and feelings aren't being considered by someone (often a spouse or child) close to you.  And it's no different with your employees.

That's why just talking - telling your side of the story - isn't always enough.  It's equally important to listen to your people.  Here's why.   

• Even though you're confident you already know what your employees are thinking, you could be wrong.  In fact, based on extensive organizational research, we've found that employers are often in for some big surprises from survey responses.
  
  
• If you ask the right questions, in the right way, you can learn a lot about the underlying causes of problems — plus get valuable insights on how to resolve them.  After all, your employees are often the ones closest to the situation — and can usually provide unexpected, and highly practical, ideas for potential solutions.
  
  
• By giving your people the opportunity to express their views, you're letting them know that what they think matters to you.  It makes them feel a valued part of the organization.  Most important, you're laying the groundwork for buy-in to, and acceptance of, change.

In certain cases, particularly in developing benefit strategy, listening is critical and should always come first.  After all, in this case, your employees are your customers, so you need to know what they want and need, what they value most, and where they're willing to make tradeoffs.  Then, and only then, can you develop an effective strategy — and design programs that will provide real value to your people. 

Once you've gotten this feedback, you need to let your employees know you've really understood what they've told you.  (After all, sometimes we hear only what we want to hear — not what the other person is actually saying.)  For that reason, a report on survey findings is particularly effective.  It lets you reinforce the fact that the company values employee opinions — and demonstrates it by identifying specific actions the company will take based on their input.   

No News is Bad News

When an employer gives its people the "silent treatment," especially when there's clearly something going on, employees just naturally think the worst.  It makes them feel left out, disconnected, and helpless.  These feelings can easily grow into an us versus them mentality — and create an antagonistic work environment.

That's why best-practice companies stay in close touch with their people at all times.  Through regular and frequent two-way communication, these organizations keep their hand on the pulse of the organization.  It's the best possible way to ensure that your employees stay connected, committed, and open to change — and maintain a strong, "healthy" employer-employee relationship.