Workers retained after redundancy programmes are the key to a company's survival and future growth – and need full management support
With so many businesses making staff redundant, Philip Webb, chief executive of TAM (UK) plc, calls for employers to recognise that the people they retain are the key to their survival and future growth – and need full management support.
“While it’s important to help those made redundant, companies must also support their remaining workers in maintaining and improving productivity,” says Webb.
“Staff who escape redundancy are often deemed to be responsible for the success of the company, but can find their workload increases significantly as they take on the functions of their departed colleagues, usually without any additional resources or remuneration.
“In these cases, far from providing a quick solution to problems, redundancies can plunge a company even deeper into trouble by demoralising the workforce totally and causing productivity to plummet.”
“The emotional impact of redundancies can affect organisations long after staff have gone, so the quicker senior management demonstrates its support of staff and galvanises them into action, the better.”
Fortunately for businesses in this position, who are often strapped for cash, the support required does not have to involve investment of capital, but rather one of management time.
TAM (Team Action Management) offers a fast, practical means of achieving this by creating a formal business operating platform which knits together management and all people in an organisation.
Based on research at Stanford Research Institute conducted by TAM developer Albert Humphrey, TAM recognises that the average employee operates at 30-35% of their available energy. A fully motivated employee performs at approximately 50% of available energy, whereas a demoralised employee can operate at a far lower energy level than average.
This means that the change in energy from a demoralised workforce to one that is fully motivated can increase productivity by up to 35%.
TAM achieves this by formulating a ‘downturn strategic plan’ built on the views and feelings of everyone involved in the business through:
· Giving employees a vision or strategic direction to which they commit themselves
· Enabling employees to make decisions concerning their workplace
· Forming teams to achieve results
· Increasing participation
· Creating an atmosphere of fair play
TAM builds on the views of all involved, welds together the responsible managers and professionals to achieve common and agreed end-results, and produces agreement and commitment to take the right actions.
This helps companies to overcome the main challenge of uniting everyone in a single-minded approach to tackling the enormous problems created by change and business development.
“Many businesses are having to change in order to survive and need to convince employees already under immense pressure why they need to do this,” concludes Webb.
“TAM not only helps companies through the change process, but also involves everyone in the process to ensure that the renewed organisation is not subject to historical emotions and pressures, but is a unified workforce intent on success.”
• For full details of TAM and how to develop a downturn strategic plan, please call Philip Webb, chief executive of TAM plc, on 07711 008350 or any of the dedicated TAM team on 0114 299 8885, or visit www.tamplc.com