Distrust
'There were other departments that weren't recruiting well but it was decided that ours should be the one to go. The data that was at the heart of the decision wasn't trusted by many academics throughout the institution.'
After the shock employees may feel as though 'the rug has been pulled out from under them'. The trust level within the organisation drops, and people who feel betrayed develop a generally suspicious, 'save-your-own-skin' attitude. Some organisations have reported suspicion among peers and a withholding of information for fear of advancing somebody else's interests. Actions here include:
- Communicate again the reasons and who is likely to be involved.
- Clarify and make clear the timescales for the decision-making process - and ensure these are kept to.
- Be honest about the future.
- Don't develop a blame culture - deal with issues not people.
- Be available - but don't expect a rush of people to talk to you.
