Many employers are nervous about what this year holds, a sentiment that is evident in CMI’s recent report highlighting that half of UK managers are expecting further redundancies in 2012, and over a third feel insecure in their jobs.
While I understand and sympathise with these concerns, over-anxiety will do none of us in business any good. We need to stay positive and make ourselves as adaptable and invaluable as possible. Yes, we are operating in a climate that has its risks and it would be foolish not to be conscious of them. But we need to communicate positive sentiments and attitudes to staff that can be cascaded across the culture of an organisation.
I’m a glass half-full kind of man and I want to be surrounded by staff that pull together to achieve strong results and get the job done, yet I know morale at the start of the year can often be low. In tricky times such as these, it’s the role of CEOs and senior management to help ignite the enthusiasm of staff in the new year.
January is naturally a transitional period for people at the best of times, even without a backdrop of cut-backs and reduced budgets. Many seek a fresh start and new challenges, and with this search for ‘something better’ businesses and employers can often fall victim to losing their highest performing staff. The motivated and ambitious employees valued most in an organisation are, by their very nature, those who can get tempted by new horizons, no matter how loyal they are.
Skills development is vital to managers’ business planning for the year ahead. Not only does it enhance competency levels, it acts as a great motivator for staff who may be turning their heads and looking at alternative opportunities. A new year brings with it the perfect opportunity to launch a new programme of training and to start working with individuals in the company to refine their skills and increase productivity.
For those worried about what the future holds, increasing skills, setting new challenges, and highlighting stretch goals can be an optimistic approach to getting a job done to a high standard. Managers should work with their teams to set out key objectives for the year collectively, and listen to what they would like the company to do for them in return. With this approach, CEOs and senior management are more likely to be surrounded by the positive and motivated attitudes they want in their staff – the very attributes that will get us through 2012 and beyond.