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Current events can be hot-button topics that often affect different people in unique ways, and therefore have an impact on daily business operations. But where\u2019s the line between \u201cThis shouldn\u2019t be a work conversation\u201d and \u201cThis is affecting our employees\u2019 productivity and wellbeing?\u201d<\/p>\n
There\u2019s a place for addressing current events at work, and it should be part of your overall communication planning<\/a> and strategy.<\/p>\n It is completely natural that discussions about current events will take place within your organization among employees. This can include topics such as:<\/p>\n Historically, company leaders may have viewed current events that do not directly impact the company as irrelevant and not issues to discuss in the workplace.<\/p>\n However, this position has evolved as workforce expectations change. Today, more companies recognize that some current events, although perhaps outside the scope of business operations, can impact their employees in a number of ways:<\/p>\n Why is this?<\/p>\n As a result, it can be challenging to identify current events that don\u2019t<\/em> impact employees, and thereby employers, in some way.<\/p>\n The inclusion of guidelines for handling current events within your company\u2019s communications plan provides important benefits for any business:<\/p>\n Ensuring a thoughtful, consistent response to current events across the entire organization helps cultivate a positive company culture and an employee experience worth showcasing. And if your company publishes an annual CSR report, it may provide you with an opportunity to weave in compelling stories that demonstrate the heart and values of the organization from your employees\u2019 point of view. <\/p>\n From an employer brand standpoint, few resources are more powerful when it comes to recruiting and attracting talent.<\/p>\n So, how do you get started incorporating these guidelines into your communications plan? Your company has three potential courses of action for dealing with current events:<\/p>\n If you decide to forego all communications on current events, explain this to employees up front, along with the rationale behind your decision. Insert a written statement explaining this position in your communications plan.<\/p>\n The worst approach would be silence without explanation. If you leave blanks, employees will undoubtedly make assumptions. Employees can misinterpret your organization\u2019s silence as:<\/p>\n Choosing to communicate about current events doesn\u2019t necessarily mean that your organization is taking a definitive stance for or against something, which can carry its own risks in today\u2019s political landscape. For most companies, this simply means that you\u2019re acknowledging the current event and offering support to employees.<\/p>\n At a high level, reference the types of current events your company will communicate about in your communications plan. Consider:<\/p>\n Between an absence of communication and full communication regarding current events, there is no right or wrong answer across the board \u2013 it\u2019s about what works best for your company given your unique:<\/p>\n By defining which types of events you will address in advance, you\u2019re less likely to be caught off guard and unsure whether or how to react to a current event. If an employee has questions or concerns that some topics are given more weight than others, you can point them toward your documented company policy.<\/p>\n Much of this will depend on the size of your business, the specific event and how quickly information evolves. In many cases, a one-time communication<\/a> will suffice.<\/p>\n The most common delivery methods that companies use to discuss current events include:<\/p>\n Leadership should decide on the content of messaging, and it should cascade down through the organization in a prepared process.<\/p>\n If you decide to communicate about certain current events, the general sentiment you\u2019ll try to aim for is: We\u2019re aware of the issue and are listening to employees. The company cares about your wellbeing and wants to support you.<\/em><\/p>\n It\u2019s simple acknowledgement of an external event that may be a factor in someone\u2019s life, competing with work for their attention and peace of mind. It\u2019s also a way to express empathetic leadership<\/a>.<\/p>\n Let employees know about available resources to help mitigate their stress or anxiety related to a current event, such as:<\/p>\n Coach leaders on how to have conversations with employees after tough or negative events<\/a> and how to foster a mindset of resilience<\/a> within their teams.<\/p>\n A note on PTO: If employees have available PTO in their leave bank or are willing to take unpaid leave, treat it as any other PTO request and allow them the time off to process a difficult current event that\u2019s impacted them \u2013 within reason.<\/p>\n Solicit feedback from your employees on a regular basis, so you:<\/p>\n This can be accomplished as part of an annual corporate culture survey or pulse survey<\/a>, or as a company townhall meeting.<\/p>\n Before you ask for employee feedback, make sure they know it is not possible to implement every suggestion. Otherwise, you risk the appearance of not listening \u2013 the opposite of your goal in soliciting feedback \u2013 and they may resist participating in future feedback sessions. <\/p>\n As mentioned, current events are more casually and frequently discussed among employees. That\u2019s fine \u2013 until there are disagreements and heated arguments, which can be disruptive to the workplace. Be prepared to diffuse tensions associated with discussions about current events<\/a> in the workplace.<\/p>\n The situation can become contentious when employees talk politics<\/a>, which of course are closely related to current events.<\/p>\n Have a separate policy about political speech and activity in the workplace that can help guide you in controlling these discussions and limiting their effect on workplace morale. Frequently remind employees of your organization\u2019s core values, including respect for others and the courteous exchange of ideas, as well as anti-discrimination and anti-harassment policies<\/a>.<\/p>\n The days of \u201cIf it\u2019s not directly work related, we don\u2019t have to plan for it<\/em>\u201d have likely passed \u2013 or, at least, have become a bit murkier. It\u2019s a relatively recent phenomenon in the workplace, but increasingly more employees expect their employers to acknowledge current events that concern them and their interests outside of work. <\/p>\n Whether your organization sticks to a position of non-communication or opts to communicate regularly with employees about current events, you need to account for this in your communications plan and explain why you\u2019ve adopted this stance.<\/p>\n To learn more about other policies and plans that can benefit your workplace and help you avoid unnecessary conflict, download our free e-book: 10 must-have HR policies that no business can do without<\/a>.<\/p>\nThe 411 on current events at work<\/h2>\n
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Benefits of addressing current events at work<\/h2>\n
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How to address current events at work<\/h2>\n
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Confirm which types of current events you will address<\/h2>\n
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Select communication messaging, methods and frequency<\/h2>\n
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Extend support to employees<\/h2>\n
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Continue listening<\/h2>\n
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Be prepared to handle heated discussions of current events among employees<\/h2>\n
Summing it all up<\/h2>\n