Employees Behaving Badly

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In the heat of budget cuts we can sometimes forget about the human impact the recession has on all of us. Its important to take a moment a strive not only for a healthy balance sheet but a healthy workforce.

Text of Employees Behaving Badly

  • 1. Employees Behaving Badly:Symptoms of a Stressed Economy
  • 2. About Pivotal
    Experience: 25+ years/ Private/ Canadian
    Market Position: broadest range of HR solutions
    Outsourced HR management
    HR Help Desk
    HR Projects
    Outsourced Payroll
  • 3. Workplace Stress
    Bad Economy
    Greater workloads, increased productivity
    Longer hours
    Smaller/Cramped workspaces
    Office Clutter
    Shorter response time requirements
    Shifting responsibilities
    Reduction of vacation
    Diverse workforce with different process methods
  • 4. Current Economic Situation
  • 5. Employers Responses
    Temporary Layoffs
    Reduction of pay
  • 6. The stages of stress
  • 7. 2004 Study Results
    Employees who feel overworked make more mistakes
    Higher benefit usage/costs
    Managers must distinguish positive stress signals
    Some stress is good and necessary
  • 8. Response to Symptoms
    Drug & Disability claims are increasing
    1 in 4 employees agreed workplace stress is overwhelming, became physically ill
    Health & Safety
    H&S budget cuts result in more casualties
    People dont report injury for fear of job loss
    90% increase in employees suing for stress-related issues
    Employer has a duty to accommodate
  • 9. Aggressive Workplace Behaviours
    1 in 5 admitted to being more ruthless
    1 in 3 said they would be self-promoting in order to ensure they prove their value
    Nearly half would stay in a job for fear of low seniority at a new organization
    1 in 10 would take a pay cut to keep their current job
  • 10. Increased Workplace Violence
    Prepardis Inc. forecasts incidents could rise
    Continued layoffs combined with pressure of providing for families
    Workers are on edge fearing loss of job, finances, home, etc.
    Recent examples
    Bill 168
  • 11. Increased Workplace Violence
    Nearly 1/5 of incidents involve violent victimization
    Men and women equally likely to report violence
    27% of incidents involving male victims resulted in injuries, 17% involving women
    Violence more common in certain employment sectors
  • 12. Personal finance is the number one source of stress; five times higher than the next highest, health.
  • 13. Increase in Mental Health Issues
    91% of people w/ personal debt report deterioration in mental health due to stress and depression
    Long-term health effects physical health problems-psychosomatic disorders, heart conditions and cancer
    Mental health symptoms
  • 14. Recession Fatigue: a form of chronic psychological stress caused or heightened by an individuals economic circumstances, and severe prolonged enough to degrade their personal effectiveness in work or non-work situations
  • 15. Reactions to recession fatigue
    Sense of frustration, uncertainty, disappointment, ineffectiveness
    Fatigue, confusion, malaise
    Personal isolation from family/friends at work and home
    Dilemma between the temptation to quit or give into despair
  • 16. Practical features of Recession Fatigue
    Heavy drain on resources, personnel and business
    High input / low output
    Fragmentation of human and physical resources
    Declining personal efficiency
    Decline in innovation, new projects and initiatives
    Increase idle resources
    Increasing misemployment
  • 17. What does this mean for employers?
    Employees will take time off to deal with financial problems
    Take extended work breaks sometimes trying to deal with financial stress
    Spend excessive time at work dealing with personal financial problems
    Decreased job productivity
  • 18. Other Concerns
    Relationship between societal economic downturns and an increase in disability rates
    CIPD in UK survey of 1300 HR practitioners in 2003:
    Found casual absence increased 10%
    LTD increased
  • 19. Decline in Employee Engagement
    Visible decline in engagement
    Engaged employees will help companies pull through the recession
    Companies are cutting back on engagement investment
    Decreasing levels of loyalty and trust
  • 20. Leading Financial Issues Addressed by EAP, 2008
  • 21. What can YOU do?
    Prepare for the inevitable recovery
    Be resilient and manage performance and growth
    Your best capital is the employees and their creativity
  • 22. Strategies
    Open communication; good or bad
    Know where you DONT want to cut costs
    Focus on what will never change
    Cut non-essential services; ask for input
    Get employees to assist in cost cutting
    Always treat employees with respect, especially if cutting headcount
  • 23. Strategies
    Continue to focus on careers, growth and development
    Promote EAP programs
    Try to prevent serious financial stress
    Improve employee engagement
    Help employees stay healthy and resilient
  • 24. Questions