Keeping morale up post-recession

Recent changes in firms such as Lloyds and RBS - forced on them by the European Commission following a bailout - have seen management curtail its ambitions.

And the danger is that employees begin to turn their anger, frustration and worry on their employers who must be especially sensitive to genuine concerns and apprehensions.

This is borne out by a recent poll by management consultancy firm Right Management - part of Manpower - which quizzed 3,434 UK workers.

A consultant at the company, Katherine Charles, said the results were alarming.

She said: "People always feel negative about change, but as the survey shows, only 43 per cent of people are regarding their recent change as being handled effectively. That's a frightening statistic and not good for employers."

Changes not only affect those made unemployed, but those who are left, usually to handle an increased workload.

Katherine said the negative impact could be cushioned by better communication, an area in which Right Management claims expertise.

She said: "Our career management side has seen a large amount of companies looking for management support. Unsurprisingly there's an upturn in that.

"A key factor in change is keeping engaged those left behind. The talent management side.

"It's about the drivers of change and the leaders communicating that change and helping people understand the reasons. It's communication where people fall down."

Neil Owen, regional director at Canary Wharf-based recruitment consultant Robert Half Financial Services, says coming out of a recession does not mean the need for sensitivity ends.

Indeed, it's a time to focus on supporting the staff who are left, communicating appreciation for their efforts.

He said: "Companies who have had to make redundancies have been cut to the bone, but have kept on the key players.

"Those staff have worked hard this year. People are working longer hours for less pay. For employers to re-engage their workforce and retain them is critical."

He urges companies to emphasise growth strategies to staff, make sure they are thanked for their hard work and to provide them with opportunities to increase their skills, while also giving them a better work-life balance.

But communication is a two way street.

Neil said: "For those employees not happy, my advice is to consider what they are not happy about and see if it's controllable. If it is then implement changes.

"If it's outside their control then speak to the manager and articulate the problems. It's easy to think the grass is greener somewhere else, but talking to your manager about how you feel is the best initial course of action to take."