How taking time to boost staff morale can increase productivity

If so, you are in good company. In the latest BPIF Dir­ections survey, 36% of the companies had reduced their workforce. With some signs of recovery in demand, perhaps the next challenge is to get the best out of ‘the survivors’.

One of the striking aspects of this recession has been the general awareness of the scale of the problem and the willingness, however reluctant, to accept that difficult decisions have to be taken to protect the future viability of businesses. 

Yet the emotional impact of job cuts and reductions in terms and conditions of employment should not be underestimated.
There may well be damaged relationships between teams, colleagues and managers with increased absenteeism, less engagement, a lack of concentration – and an underlying lack of trust may also emerge.  The result will be lower morale and productivity.

The remedy must be to re-engage the workforce, and the line managers are the key.

Here are two tips that may  help. First, be as clear and honest to the staff as you can be as to a) the future shape and prospects of the business and b) their collective and individual roles in making the best for the future. Secondly, find an exercise that can get staff involved.

Vision in Print is called in frequently to start a lean manufacturing programme soon after such a painful exercise. It is the ideal vehicle to get staff to focus on the future, not the past, and it has the added benefits of improving processes, clarifying roles in the ‘new’ team and raising productivity. 

Finally, set an example by being open and honest, and set a role model for optimism, with swift and public praise as well as discreet private criticism when necessary.

Richard Gray is commercial director of the BPIF and a director of Vision in Print. Contact him on richard.gray@visioninprint.co.uk.

Popular Articles