Doing more with less has become a consistent requirement. There is a demand on leaders to make savings year on year. With people being one of the highest costs of many organisations reducing headcount through: full downsizing programmes or not replacing people when they leave.
Despite of this situation, the workload of an organisation doesn´t get reduced. Leaders recognise they need to find a way out of the recession. This means to put pressure on people:
- 1.People have to do their own jobs.
- 2.Secondly, they take on the workload of colleagues who leave or are made redundant.
- 3.Finally, they are expected to be creative, seek additional opportunities for their employers.
The word creep means an insidious growth in responsibilities. It is not easy for employees to absolutely state when the shift began. Managers can often be reluctant to draw attention to it, as they feel guilty.
What are the consequences?
1. It applies to being recruited into the organisation. In a recent research Festo conducted with manufacturing and engineering firms, recruitment is a management concern for 76% of organisations.
2. Unwillingness to invest as you need to hit the ground running; knowledge of the latest technology, excellent qualifications and experience, all raise the bar even higher.
3. Role creep doesn´t mean you are better placed to receive a promotion, that can not be taken as a given.
4. The impact on employee engagement.Employees can feel put upon, angry about the increased responsibility with the lack of recognition and often disengaged from their managers and leaders.
As a result of all of this; productivity decreases, retention becomes difficult, motivation drops and also engagement levels. The savings the organisation does at the beginning will be questioned later on.
What is the solution?
1. Going back to basics: employees need to know what is it expected from them, feel equipped to do the tasks,feel recognition and respect, supported by a reward ( not just money based) and understand the direction and goals of the company.
2. Communication is key: be frank to what is happening and be open about the challenges ahead and what needs to be done, find other ways of rewarding them, recognise their contribution and relieve pressure as soon as you are able too.
Information produced by Gary Wales, Managing director in Festo Training & Consulting.
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