In a stressed frame of mind

Workplace stress, resentment, discontent and communication breakdowns between staff and managers is on the up as employers come down on staff to get more for less.

These are among the findings of a survey carried out by recruitment firm Hudson that says a third of people who took part in its Talent Tightrope report are made to feel they are lucky to have as job at all.

"In every aspect of current workplace sentiment, whether job satisfaction, motivation, morale, perceived stress levels or job security, employers are clearly unaware of their employees' frame of mind," says Marc Burrage, executive general manager, Hudson NZ.

He says 44 per cent of the 2394 people who took part in the survey said their levels of morale at work were lower than a year ago. But it appears their employers have lost touch with workforce sentiment, as 74 per cent of the 247 interviewed are blissfully unaware of how their staff feel.

"New Zealand companies have been faced with the double-whammy of a prolonged local recession and the impacts of the global crisis, so the initial response to this has understandably focused on rapid crisis management, including slashing workforce-related costs through restructures and redundancies," says Burrage.

"While most employees are not blind to commercial realities and the need of their employers to cut costs and implement rapid change, discontent is brewing."

Burrage says that while employers are reporting increased productivity, employees say they are working harder and longer hours. It appears the carrot and stick approach is alive and well as, according to the survey, staff are motivated by fear of losing their jobs.

In all, a third of people surveyed said they were worried about losing their job - and this, says Burrage, is driving morale down further.

This simmering resentment is highlighted by the fact that a third of employees (32 per cent) agreed with the statement: "Management thinks it doesn't have to reward and recognise our work anymore because we should feel lucky to have a job right now."

Burrage says it is vital that employers recognise that the long-term effects of this will be a decline in real productivity. And it could all add up to a ticking time bomb for some firms whose top performers will leave for new pastures the first chance they get.

"While the survey says that nearly half (42 per cent) of employees feel their job is less secure than the same time last year, it doesn't necessarily mean they want to stay with their current employer," says Burrage.

According to the survey, more than half of employees say their workplace has become more stressful since the downturn. Auckland employees have the highest stress levels at 64 per cent while half the workers in Wellington felt stressed. A third of employees say their workload has increased and one in four are working longer hours.

And all this stress, overwork and perceived lack of recognition means communication is starting to break down within businesses and managers are finding themselves under huge pressure. One way out of the quagmire is to have better managers leading from the front, says Burrage.

"Now is the time to upskill frontline managers and provide leadership coaching so they are better able to lead the company through the downturn," he says. "Where cost restrictions make it harder to reward staff, ensuring that the best performers are recognised will help retain top talent."

It seems retaining the best players is probably the hardest nut to crack, because top people can move to better jobs - even during a recession - due to the ongoing skills shortage.

Burrage says people's feelings of disaffection are already playing out in the market as more employees are seeking new roles compared to before the downturn.

Hudson's survey results show that almost half the workforce is hunting for a new job (47 per cent) and 56 per cent say they would consider jobs they previously would not have looked at.

"If employees are disgruntled or unhappy with their current roles, the moment a better opportunity presents itself they will leave," says Burrage. "It is this danger, of a mass exodus, that employers must be aware of and take urgent steps to avoid."

In another sign that the employment market has been turned on its head, it is the youngest generation that is displaying the greatest loyalty to employers. One in four Gen Ys, often cited as chronic job-hoppers, are more loyal to their company than a year ago.

"Employees' priorities and expectations have changed," says Burrage. "Recruitment is ever more a consultative province and the quality of an organisation's employee value proposition is crucial to attract and retain the best people."

Contact Steve Hart via his website at www.SteveHart.co.nz