By Sylvia Doyle, Director of Reward First ® People Consulting
On Monday morning I travelled to London for a meeting - nothing unusual in that, however the journey from home in Oxfordshire to a client meeting in London WC1 took a staggering four hours - no kidding.
As with many things in life, a weak link has a big impact:
This well-travelled journey of driving, train and tube was let down by the train. While a clever phone train app helped me allow extra time for an earlier delay, for once the train problem was actually related to the train rather than the rehearsed repertoire of other reasons including the train in front, signalling etc. In other words someone else’s fault. This train had broken down (my words not theirs) which involved an additional hour or so sitting on track before retracing its steps to the previous station. It may be a cliché however a chain is really only as strong as its weakest link.
Context plays a big part too – most people are forgiving of stuff that goes wrong occasionally and when it’s the exception. However when this is the norm travel companies, as for any company, need to be clear and specific so people can manage their schedules. Not rocket science where we need to keep people ‘on side’ so people build credibility that lessons will be learnt.
I believe a similar approach applies to reward decision making and communicating reward outcomes:
Where organisations embark on changes which staff perceive is ‘taking away’ a reward or benefit, for some or all staff, we know this will be difficult. This is likely to be the case even for a benefit that staff no longer use. Good employers work hard to ensure that potentially negative changes are carefully considered across the whole piste to ensure for instance staff pay freezes are not accompanied by a CEO pay rise. Okay, perhaps that is less likely though staff need to be informed of the bigger picture and financials wherever it’s commercially feasible to do so.
Also when there is a genuine need to cut back, which impacts reward or staff, it is important it is not dressed up. We need to keep staff ‘on side’ and to help ensure our actions and words are aligned to the rhetoric of staff being our greatest asset. Besides, are staff inclined to choose to give employers their discretionary effort, if they feel their employer is short changing or not telling the full story?. Hmm.
So if there is difficult news that will impact employee reward, having an established foundation of regular 2-way dialogue goes a long way to create an environment which supports informed reward decisions aligned to business goals and values. Flagging up any difficult news early (avoiding the ‘good time to bury bad news’ mischief) and keeping people informed will help avoid communications being the weak link. What is your experience?
Share your views and take part in this year's Reward management survey
Thank you for your comments. There may be a short delay in this going live on the blog page as we moderate the comments added to our blogs.
Subscribe to the CIPD Newsletter