There's a great, big CREDIBILITY GAP between what employers tell employees and what employees believe about what they hear. That's a major conclusion of a survey conducted by the consulting firm Towers Perrin.
Here are key findings of the survey of 1,000 working Americans in U.S.-based firms with at least 1,000 employees (responding in an online survey conducted by Harris InterActive):
- One out of five employees believe their employer generally does not tell them the truth.
- Most of the employees responding (55 percent) feel their employers try too hard to spin the story, instead of telling them the truth straight.
- Employees believe their employers are less truthful in communications to employees than in communications to customers and shareholders.
- Employees believe senior leaders are less credible than front-line managers and supervisors.
The Towers Perrin survey report states: "Our survey suggests leaders confronting this age-old dilemma would do well to be more forthcoming with employees — about the company's prospects, about what it expects from and offers employees and even about the future of their jobs. Indeed, the vast majority of the employees surveyed say they are ready to hear the truth about their companies, their rewards (pay and benefits) and their job outlook."
The Towers Perrin report concludes: "... the survey respondents appear to feel that their employer is least truthful when communicating about the fundamental 'deal' between the company and its employees — what the company needs from its employees and what employees can expect to receive in return." The study shows that "only half of the employees surveyed believe the company is open and honest in communicating what the organization needs from employees."
What can an employer do? Towers Perrin recommends these steps to improve the effectiveness of employer communications to employees:
- Take it from the top. Senior leaders must set the tone by being visible, accessible and open with employees. Serve as a walking example of clear, candid communication.
- Understand your audience. Use objective measurement techniques (surveys, focus groups, other feedback channels) to take the ongoing pulse of your workforce.
- Align company messages and information channels. For example, don't let the company's intranet say one thing while management says another.
- Train leaders and managers. In training workplace leaders, focus attention on communication skills and training in leadership development.
- Tell the whole story. Don't disseminate just the facts. Also provide the context and business rationale for decisions and actions.
- Ensure a two-way dialogue. Give employees an opportunity to look leaders in the eye, ask questions and voice their concerns.
- Expect the unexpected. Don't overlook the possibility that, sooner or later, something will go wrong.
Tell It Like It Is
These perceptions (revealed in the Towers Perrin report) suggest a troubling lack of employee faith regarding corporate honesty and the foundations of the employment relationship.
Says Mark Schumann of Towers Perrin: "These results reveal a worrisome employer-employee dynamic that should be a wake-up call to any senior executive or leader who will need to communicate with employees... Regardless of the topic, an organization will find it difficult to motivate, engage and retain their most talented employees if their messages are not believed."
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