When it comes to new employment practices, employees generally react in exactly the same way as managers: they will tend to resist change, wanting to know, ‘What’s in it for us?’ They also want to know the hidden agenda – why is the company really wanting to introduce a performance management process? Will it simply be used as a means of gaining evidence for disciplinary proceedings? Or is it even going to provide the information required to select people for redundancy? As far as possible this kind of question needs to be answered in advance.
Sounding out employee opinion can be conducted through attitude surveys or focus groups. The latter method involves getting groups of people together to discuss (to ‘focus’ on) various issues and propositions. A well-run focus group can generate valid information on employees’ feelings about and reaction to an initiative.
Employee commitment is also more likely if they are kept well informed of what is proposed, why it has been proposed and how it will affect them. It will be further enhanced if they participate in the development of the new employment practice and if they know that their contributions have been welcomed and acted upon.
Sounding out employee opinion can be conducted through attitude surveys or focus groups. The latter method involves getting groups of people together to discuss (to ‘focus’ on) various issues and propositions. A well-run focus group can generate valid information on employees’ feelings about and reaction to an initiative.
Employee commitment is also more likely if they are kept well informed of what is proposed, why it has been proposed and how it will affect them. It will be further enhanced if they participate in the development of the new employment practice and if they know that their contributions have been welcomed and acted upon.
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