Welcome to the inaugural issue of Insidedge’s online newsletter, In the Know. We’ve created it to provide a timely look at issues that influence the practice of employee communications. In recent weeks, we’ve witnessed the meltdown of global economies; bankruptcies of several multinational companies; the rattling of sabers among labor unions threatened by the dissection of their member ranks in major industries; and the trail of devastation left by the bottom-line failures of some of the largest leveraged buyouts of the past 20 years.

How do we counsel and guide those reliant on us during these most difficult times? What do we say to them to instill confidence? And how do we act on their hopes, fears, questions and concerns? For those looking for guidance in communicating with employees in the current economic period, our Insidedge colleague Linda Kingman has prepared a piece on actions companies must take to connect with their people.

We hope you enjoy this first issue of In the Know. Please let us know what you think, how we can make it better, and specific topics you would like to see us address.

In a recent USA Today Snapshot poll, 70 percent of respondents said their company’s leaders haven’t communicated with them about how the current economy might affect their company. Research conducted by Weber Shandwick in October came to the same conclusion, with 71 percent of those surveyed saying they would like to hear more from their senior leaders about the implications of the global financial crisis on their company.

Clearly, employees are crying out for their companies to explain the impact of the economic meltdown and talk about strategies they will use to navigate through these challenging times. So, why aren’t leaders and communicators talking with their people about what’s going on? I suspect there are several reasons:

While these are all understandable responses to the fear and uncertainty gripping companies today, it’s critical that companies communicate openly and candidly with their people as navigate this crisis. Good communication is key if companies want to keep their talent from fleeing at the first opportunity once the economy turns around. Here are some tips for senior communicators during these tough times:

1. Encourage your leaders to be proactive communicators. This is not the time for anonymous missives from “corporate.” Leaders need to put a priority on communicating with their people both during this crisis and after the current economic environment improves.

2. Enlist managers to reinforce the message and shut down rumors. Managers are where the rubber meets the road when it comes to employee engagement. Time and attention should be focused on making sure managers are informed about the company’s options and direction and prepared to effectively address misinformation and the rumor mill. Ask them what they are hearing from their people so you can identify common concerns.

3. While it’s important to communicate actively, it’s also critical to have something to say. If you communicate without purpose, you’ll diminish the messenger and people will stop listening. Plan communications around key milestones, such as a year-end summary in January or a quarterly earnings call.

4. Listen to your people and address what’s most important to them. Tie communication to feedback you receive from front-line employees so that your communication is viewed as relevant. Use your managers to help provide insight about what’s on people’s minds. Acknowledge fears over job stability and losses people are experiencing in their retirement funds as well as tough questions employees have about strategy, direction, alignment and performance. Use examples of people on the front line to make your messaging even more credible.

5. Don’t be a fortress. Talk about what’s happening outside your walls to provide context for the decisions your company makes and the actions it takes. Take advantage of the contacts in your communications network to find out how others are explaining today’s economic challenges.

6. Get through the really tough actions as quickly and comprehensively as possible. If workforce reduction is necessary, encourage your leaders to think long-term and announce all of the lay-offs at once, even if the departures are spread out over time. Better to take the painful action and then refocus the organization on the future as quickly as possible.

7. Be the conscience of your company. Along with HR, corporate communications has a responsibility to hold the company accountable for doing the right thing. Evaluate decisions in terms of whether they are consistent with the company’s values and speak up if necessary.

8. Look for the silver lining. In crisis, there is always opportunity. Encourage your leaders to reinforce your company’s key strengths and remind people of your competitive advantages. And, if you want to make changes to your communications priorities, vehicles or team, now is the time to do it.

Smart, strategic communications can truly make the difference between an engaged, committed workforce that sticks with you through troubled times and employees who punch the clock until they have an opportunity to go elsewhere.

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