At the time this guide is being published, communities are battling the COVID-19 Coronavirus outbreak. Businesses have changed in ways that will last for decades, or even indefinitely. The way we work may never be the same. Roles will disappear and new ones will spring to life. Yet, amidst this change, the principles outlined in this guide remain the same. The challenge, though, is to implement these ideas and suggestions with empathy and understanding. We recommend you follow these six principles when addressing your employee experience during times of crisis.
First, rule number one is that you must continue listening to your employees. When done correctly, the act of reaching out to listen can demonstrate real empathy. So, the key is don’t stop listening; instead, change how you listen.
Second, use an empathetic and caring tone. When we examine typical employee survey questions, they fall into one of two camps. One set of questions is focused on scenarios that impact the employees at a personal level. For example, “I have the tools and resources I need to do my job well.” These types of questions demonstrate concern and will likely be well received. The other group of questions is focused on settings that involve the organization like, “I would recommend this organization as
a great place to work.” This later question implies that we are more worried about the organizations’ reputation than about our employees’ immediate needs. Use questions that are employee focused.
Third, follow the Goldilocks principle: not too much, not too little. Balance how often you reach out and the length of your surveys.
Fourth, rely on open-ended text questions. For example, “What is your experience like working remotely?” Or, “Tell us about your work experience right now.” If you plan on using standardized questions instead of just open-ended text question, consider adding something to the end of the survey like, “Is there anything else you would like to tell us?”
Fifth, reach out quickly in times of crisis. Keep questions simple, but more frequent in often how you pulse. Focus on themes such as employee enablement, communication, trust, and access to tools and resources.
Sixth, if you ask for feedback, regardless of good times or bad, you must share what you learned and what you are going to do with the feedback.