Post by Leslie on Mar 17, 2021 15:37:45 GMT
Craft your message to Staff:
C. My initial message would be directed to managers who are on my team.
Thank you for joining me today, I have received an advisory brief which outlines impending programmatic and staffing reductions to several of the contracts in our funded portfolio. The impending reductions are directly related to the devastating effects of the COVID-19 pandemic. The proposed budget cuts will directly impact our unit and will result in staff reductions and a revamping of programmatic offerings. While this is difficult news that affects us all, I pledge to be candid and forthcoming with updates as I receive them. I want to provide an opportunity to for each of to receive new information as it becomes available and begin the process of creating a reorganization plan. Before, I entertain your questions and comments, let’s spend the next 15 minutes discussing the best mechanism for informing your direct reports, our participants, and our collaborative partners.
Full Staff Meeting
Thank you for joining me today, I have received an advisory brief which outlines impending programmatic and staffing reductions to several of the contracts in our funded portfolio. The impending reductions are directly related to the devastating effects of the COVID-19 pandemic. The proposed budget cuts will impact our unit and result in staff reductions and the need to revamp programmatic offerings. While this is difficult news that affects us all, I pledge to be candid and forthcoming with updates as I receive them. I want to provide an opportunity to for each of to receive new information as it becomes available and begin the process of creating a reorganization plan. Each manager will work with their team to identify restructuring priorities. Before, I entertain your questions and comments, let’s spend the next 30 minutes discussing the best mechanism for informing our participants and how this information will likely affect operations, morale and outcomes.
• What is the core message for the first communication?
Overall impact of the COVID-19 on operations w/in the company and our funders including a realistic overview of how the Company has fared.
Positive assessment of efforts to date – under the circumstances we have done well … however due to the pandemic we have not met outcomes that are tied to the performance-based nature of our funding
General information about downsizing operations (how we provide services) (number of clients served) and the number of staff who will be required to provide the downsized services
Setting – Seated staff meeting – entire unit – everyone gets the first message at the same time
Tone is advisory – giving people an honest assessment of what is on the horizon
Short – Term plans to begin to look critically at outcomes. Identify what we are doing well and areas in need of improvement tying these outcomes to our most vulnerable services/people
• What are secondary messages for the first communication?
Keeping morale and productivity up
Being candid, honest, and fair
Provide information - - The Big Picture (Macro-overview) and a more directed (micro-overview)
Reduce some of the shock, fear, and possible oncoming resentment/pushback
Assurances that the process (however difficult) will be open and honest
• What is the core message for the second communication?
Specific information on the impending cuts; identify the areas/units that are in the greatest jeopardy of losing staff
Specific information about where will downsizing occur – how units will be impacted. Ex: The percentage of our workforce will be reduced by 25% (ex: A 25% reduction in staff would mean 1 in every four of us would be downsized)
The impact of reductions on our day-to-day operations (how we provide services) (number of clients served) and the number of staff who will be required to provide the downsized services.
Workload –Plans for how the work will continue to get done. Special concerns, file sharing
Begin to map out points of pivot and transitions
Begin to develop exit plans including conversations regarding company policy on Time & Leave balances
Staff support – EAP, Supervisors, recommendations for new employment opportunities
Setting – Ongoing dialogues will take place in smaller groups/units (ie: Case Managers; Teachers; Support staff). Individual 1:1 meetings that allow for private concerns to be addressed.
Provide major updates by bringing the entire team together
Tone – Serious/impending; this is happening now
• What are secondary messages for the second communication?
We want to be fair and equitable
Honor the work we have done as a team
Maintaining positive morale
Helping staff develop realistic exit plans
Resume writing sessions; Interview practice
Time & leave balances – Company payout policies
Information about health insurance, COBRA, EAP services
• What are the talking points for staff to convey if asked questions by program participants?
Assure participants there will be seamless service delivery, we don’t anticipate program closure
Initially, services will remain unchanged – we intend to continue to support participants with their goals and objectives
Reduce fears, anticipate increased and changing needs, anticipate (participants & colleagues) may not receive the information well and acting out should be expected as a form of ambivalence and/or protest
The intention of our program to create smooth transitions to new service providers (if necessary)
We will conduct individual check-ins to address personal concerns
Setting: Community meeting – a group setting
Tone: Maintaining a level of professionalism – It is not necessary or wise to share the intimidate details of situation
C. Craft your message to program participants:
Thank you for joining me today, I have received notice that our company will be undergoing some significant changes in the next few months. As you are aware, the COVID-19 pandemic has affected businesses and services throughout our City. We have been fortunate to have had the opportunity to continue to provide services despite shutdowns and closures in other industries. As you may have already experienced in other aspects of your life, the effects of the pandemic will be felt throughout our City and across the Country and world for some time to come. As an immediate consequence of the pandemic, many City funded agencies (like ours) are experiencing budget cuts. Budget cuts almost always means a change in services. We are anticipating that our program will face a budget cut very soon.
Right now, services will remain the same, however the staff and I are putting into place a modified service plan that includes the goals and objectives we originally agreed to help you meet. We will remain open for business at our regular hours. Our expectations regarding your attendance, participation and attainments are unchanged. Stipends and incentives will continue as long as you continue to meet program goals. Case managers will begin to meet with you individually to revisit your short-term and long-term goals. I know this news is unsettling, but now is the time to dig in and commit to achieving your goals and we are here to support those efforts.
Our company will continue to adhere to COVID-19 safety protocols and our weekly Community Meetings will continue. Please feel free to speak to your case manager if you have questions or concerns, I am also available.
• What is the core message?
To provide information about the impending budget cuts
To assure participants services will initially remain unchanged
To outline expectations regarding their attendance, participation and attainments during this period will be unchanged
Our commitment to get through this phase of change together
• Are there any secondary messages?
Our secondary message is one of support and understanding around how change can be difficult and frightening. We would also message this as an opportunity to take a personal assessment of self and see where they are improving and growing and where they need to strengthen their skills.
Vehicle and Frequency of Communication:
• How frequently would you communicate to staff?
After the initial full staff discussion, I would schedule time to provide full staff updates on a bi-weekly basis
Managers would receive weekly briefings to help shape the restructuring plans
I would hold these meeting early in the week (Monday’s or Tuesday’s)
Updates would be provided as they were received
• What vehicles would you use for communication? (e-mail, intranet, webinars, phone conferences)
My preference is in-person discussions; directives would be given verbally and followed up with an email.
Ancillary Communication Tools:
• Are there any additional resources you would include/develop for staff?
EAP Services guide and contact information
fedcap employee benefits portal - The Fedcap Group
Exit plans that include Job search techniques (resume writing, etc)
HR forums that address Time & Leave balances, COBRA
Unemployment Insurance information
Online Services For Individuals | Online Services For Individuals (ny.gov)
C. My initial message would be directed to managers who are on my team.
Thank you for joining me today, I have received an advisory brief which outlines impending programmatic and staffing reductions to several of the contracts in our funded portfolio. The impending reductions are directly related to the devastating effects of the COVID-19 pandemic. The proposed budget cuts will directly impact our unit and will result in staff reductions and a revamping of programmatic offerings. While this is difficult news that affects us all, I pledge to be candid and forthcoming with updates as I receive them. I want to provide an opportunity to for each of to receive new information as it becomes available and begin the process of creating a reorganization plan. Before, I entertain your questions and comments, let’s spend the next 15 minutes discussing the best mechanism for informing your direct reports, our participants, and our collaborative partners.
Full Staff Meeting
Thank you for joining me today, I have received an advisory brief which outlines impending programmatic and staffing reductions to several of the contracts in our funded portfolio. The impending reductions are directly related to the devastating effects of the COVID-19 pandemic. The proposed budget cuts will impact our unit and result in staff reductions and the need to revamp programmatic offerings. While this is difficult news that affects us all, I pledge to be candid and forthcoming with updates as I receive them. I want to provide an opportunity to for each of to receive new information as it becomes available and begin the process of creating a reorganization plan. Each manager will work with their team to identify restructuring priorities. Before, I entertain your questions and comments, let’s spend the next 30 minutes discussing the best mechanism for informing our participants and how this information will likely affect operations, morale and outcomes.
• What is the core message for the first communication?
Overall impact of the COVID-19 on operations w/in the company and our funders including a realistic overview of how the Company has fared.
Positive assessment of efforts to date – under the circumstances we have done well … however due to the pandemic we have not met outcomes that are tied to the performance-based nature of our funding
General information about downsizing operations (how we provide services) (number of clients served) and the number of staff who will be required to provide the downsized services
Setting – Seated staff meeting – entire unit – everyone gets the first message at the same time
Tone is advisory – giving people an honest assessment of what is on the horizon
Short – Term plans to begin to look critically at outcomes. Identify what we are doing well and areas in need of improvement tying these outcomes to our most vulnerable services/people
• What are secondary messages for the first communication?
Keeping morale and productivity up
Being candid, honest, and fair
Provide information - - The Big Picture (Macro-overview) and a more directed (micro-overview)
Reduce some of the shock, fear, and possible oncoming resentment/pushback
Assurances that the process (however difficult) will be open and honest
• What is the core message for the second communication?
Specific information on the impending cuts; identify the areas/units that are in the greatest jeopardy of losing staff
Specific information about where will downsizing occur – how units will be impacted. Ex: The percentage of our workforce will be reduced by 25% (ex: A 25% reduction in staff would mean 1 in every four of us would be downsized)
The impact of reductions on our day-to-day operations (how we provide services) (number of clients served) and the number of staff who will be required to provide the downsized services.
Workload –Plans for how the work will continue to get done. Special concerns, file sharing
Begin to map out points of pivot and transitions
Begin to develop exit plans including conversations regarding company policy on Time & Leave balances
Staff support – EAP, Supervisors, recommendations for new employment opportunities
Setting – Ongoing dialogues will take place in smaller groups/units (ie: Case Managers; Teachers; Support staff). Individual 1:1 meetings that allow for private concerns to be addressed.
Provide major updates by bringing the entire team together
Tone – Serious/impending; this is happening now
• What are secondary messages for the second communication?
We want to be fair and equitable
Honor the work we have done as a team
Maintaining positive morale
Helping staff develop realistic exit plans
Resume writing sessions; Interview practice
Time & leave balances – Company payout policies
Information about health insurance, COBRA, EAP services
• What are the talking points for staff to convey if asked questions by program participants?
Assure participants there will be seamless service delivery, we don’t anticipate program closure
Initially, services will remain unchanged – we intend to continue to support participants with their goals and objectives
Reduce fears, anticipate increased and changing needs, anticipate (participants & colleagues) may not receive the information well and acting out should be expected as a form of ambivalence and/or protest
The intention of our program to create smooth transitions to new service providers (if necessary)
We will conduct individual check-ins to address personal concerns
Setting: Community meeting – a group setting
Tone: Maintaining a level of professionalism – It is not necessary or wise to share the intimidate details of situation
C. Craft your message to program participants:
Thank you for joining me today, I have received notice that our company will be undergoing some significant changes in the next few months. As you are aware, the COVID-19 pandemic has affected businesses and services throughout our City. We have been fortunate to have had the opportunity to continue to provide services despite shutdowns and closures in other industries. As you may have already experienced in other aspects of your life, the effects of the pandemic will be felt throughout our City and across the Country and world for some time to come. As an immediate consequence of the pandemic, many City funded agencies (like ours) are experiencing budget cuts. Budget cuts almost always means a change in services. We are anticipating that our program will face a budget cut very soon.
Right now, services will remain the same, however the staff and I are putting into place a modified service plan that includes the goals and objectives we originally agreed to help you meet. We will remain open for business at our regular hours. Our expectations regarding your attendance, participation and attainments are unchanged. Stipends and incentives will continue as long as you continue to meet program goals. Case managers will begin to meet with you individually to revisit your short-term and long-term goals. I know this news is unsettling, but now is the time to dig in and commit to achieving your goals and we are here to support those efforts.
Our company will continue to adhere to COVID-19 safety protocols and our weekly Community Meetings will continue. Please feel free to speak to your case manager if you have questions or concerns, I am also available.
• What is the core message?
To provide information about the impending budget cuts
To assure participants services will initially remain unchanged
To outline expectations regarding their attendance, participation and attainments during this period will be unchanged
Our commitment to get through this phase of change together
• Are there any secondary messages?
Our secondary message is one of support and understanding around how change can be difficult and frightening. We would also message this as an opportunity to take a personal assessment of self and see where they are improving and growing and where they need to strengthen their skills.
Vehicle and Frequency of Communication:
• How frequently would you communicate to staff?
After the initial full staff discussion, I would schedule time to provide full staff updates on a bi-weekly basis
Managers would receive weekly briefings to help shape the restructuring plans
I would hold these meeting early in the week (Monday’s or Tuesday’s)
Updates would be provided as they were received
• What vehicles would you use for communication? (e-mail, intranet, webinars, phone conferences)
My preference is in-person discussions; directives would be given verbally and followed up with an email.
Ancillary Communication Tools:
• Are there any additional resources you would include/develop for staff?
EAP Services guide and contact information
fedcap employee benefits portal - The Fedcap Group
Exit plans that include Job search techniques (resume writing, etc)
HR forums that address Time & Leave balances, COBRA
Unemployment Insurance information
Online Services For Individuals | Online Services For Individuals (ny.gov)
