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Nearly 25% of workers do not trust their employers, according to a recent survey by the global communications firm Edelman. We are still living in times of uncertainty:

• The pandemic remains persistent.

• Inflation is high.

• Some believe an economic recession is looming.

During times of uncertainty, conflict, or crisis, employers can either build trust with employees or erode it. 

One example of how employers erode trust is by silencing employees who speak their differences. Silencing them could signal to employees that leadership is unwilling to hear ideas or concerns that don't fit the established agenda. It will be difficult for organizations to operate productively if employees don't trust their leaders. For example, staff members may be hesitant to make decisions and be unwilling to go the extra mile if they're unsure whether others will back them up. They may also fear sharing things that are not going well, so problems could worsen instead of being promptly addressed. 

It is in an employer's best interest to build trust. Studies from the Great Place to Work Institute have found that companies with high-trust cultures have tremendous financial success. A separate study by The Workforce Institute at UKG and Workplace Intelligence reveals that "88% of employees whose companies outperform others in their industry feel heard compared to 62% of employees at financially underperforming companies." Staying curious and hearing differences help build trust and are vital to an organization's agility, financial success, innovation, and ability to hire and retain a new generation of talent that wants to be heard. 

Here are three ways to stay curious and build organizational trust during times of uncertainty, crisis, or conflict.  

• Create two-way communication channels. Find out what matters to employees. Two-way communications between leaders and employees are just as crucial as one-way communications within the organization. Organizations need to seek input, as employee voices are essential to the company's ability to deal with what’s happening and determine the pace at which it can do so. A frequent employee pulse survey could help support a continuous dialogue that allows leadership to receive status updates and hear employee concerns. 

• Be transparent. Employees want to be able to trust what their leaders say. CEOs and leaders must be direct and truthful even when it's not good news. In addition, it's essential to be transparent even when answers are unknown. It's OK to say, "I don't know how this will impact our organization." 

• Share decision-making. Sharing information with employee ambassadors and including them in decision-making forums and processes is extremely valuable in working through complex problems. 

How an organization responds to employees during uncertainty, crisis, or conflict can shape an employer's brand long after the unrest has ended. Employees will remember how they were treated and the support they did or did not receive from their organization. Employers Council is here to help. If you have any questions, please email the Member Experience team.