Redundancies are detrimentally impacting staff morale in the UK !

Many years ago, when I had my first experience as a manager making people redundant and then being made redundant myself after the company was sold and shut down, the main thing that maintained morale, trust, performance and stress was communication. That needed to be open, honest, self aware and appropriately empathetic.

Over-promising and under-delivering was catastrophic for these. In the end what people wanted was to know the details of what was going to happen to them, when it would happen, how much they would get and how they would be supported to get another job (if that was their objective).

Those colleagues who were staying to the end needed to see their friends treated well as that was clear evidence of their likely fate – and was directly linked to their retention and performance.

I set up and managed the outplacement programme (working with external consultants), delivered training and coached people through to their next role. Probably one of the most important jobs I’ve ever done.

This article from the HR Review, noting that ‘Redundancies detrimentally impact morale’ ( ), masterfully states the obvious. There is useful content but it is undermined by the obvious headline. My reaction is ‘No S%$t, Sherlock’.

The roles of manager and their reports in Development Planning conversations

Every good manager plans the development of their team with an aim to make sure that the learning and development offered is relevant to our the organisation, team and individuals. Personal development, effective career management and succession planning are linked together. They involve individuals who:

  • Are aware of their aspirations, strengths and areas for development;
  • Know what they want, what they are good at and those areas they need to improve upon, or not be involved with;
  • Are in a good position to manage their career.
  • Are aware of opportunities that either are available or may become available.
  • They are forward-thinking about their roles and what they need to do to achieve their aspirations.

Their manager is responsible for monitoring the progress of each employee, including coaching them towards meeting their performance and career goals. A good manager empowers their employees, providing them with tools, guidance, challenge and support.

This means that in practice they have multiple roles with their team:

  • A role model -demonstrating interest and activity in your own career development;
  • An information source – providing information to your team about business direction, organizational changes as well as career/job-related development and career opportunities;
  • Encouraging them to consider and take on career/job-related development and recognize them when they do this;
  • Meet with them to guide and support the implementation of their Development Plan;
  • Assess their strengths and weaknesses provide them with constructive feedback;
  • Create on-the-job development opportunities; and
  • Provide time, budget, and work environment that encourages and reinforces learning and sharing

The role of the individual in the Development Planning process is to:

  • Think about their career interests, and the skills, knowledge, and experience they need to achieve their career aspirations;
  • Develop the skills, knowledge, and experience needed to achieve their performance objectives; and to
  • Be prepared to adapt to changing business needs

Great coaching questions.

I often run a short (90m) coaching workshop.  Sometimes this will be a standalone, other times it will be part of a longer programme or conference session.

I use the basic GROW (Goal, Current Reality, Options, Will) model as it is simple and familiar to many people.  It also works.  I start by going through the model, working through an example and looking for examples for the group to reinforce this. We then brainstorm GROW questions, pinning each question into the GROW element that best fits it. That leads to some good discussion, before we break into threes to practise some live coaching, with one Coach, one Coachee and one Observer.  They use the brainstormed questions to run through the practise exercise.  We then do a whole group debrief.  I’ll have been wandering around, listening, watching, encouraging and giving the odd nudge here and there.

Here are some Great Coaching Questions to use yourself :

• Where do you want to be?
• Where do you see yourself in 1, 3, 5 years’ time?
• What are you looking to achieve, and why?
• How would being successful make you feel?
• Where are you heading to?
• What are you ambitions / aspirations?
• What is the end result you want to achieve?
• Why is that important to you?
• What would success look like?
• How will you know/feel when you’ve achieved it?
• What does it look like when it’s done well ?
• What would you like to get from this conversation?
• What is the dream?

• Where do you feel you are at the moment?
• Where are we at the moment?
• What’s is others’ current perception of you?
• Who do you need to influence?
• How did you get to where you are now?
• How do you feel right now?
• If you had to do it again, what would you do differently?
• What has or hasn’t worked for you before?
• What could trip you up?
• How do you feel about your opportunities?
• What are the barriers?

• What options are available to you?
• What resources are available to you?
• How would you describe the opportunity?
• What support do you need?
• Who could provide you with that support?
• How could you approach this (achieving this goal)?
• If you knew you wouldn’t fail, what would you do?
• What is the opportunity/challenge here?
• How could you make this a more enjoyable experience?

• How will you know when you have achieved it?
• What are the milestones?
• What do you need to do first?
• Who will you need to talk to?
• What are you going to do, and by when?
• What’s the most meaningful action you could take now?
• What resources or information would help you to decide?
• How can you keep yourself motivated?
• On a scale of 1 to 10, how motivated are you to achieving this goal?
• What will it take to turn a 6 into a 9?
• How often do you want to ‘check in’ on your progress?

Good luck.  Let me know how you get on.