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A series of ten views – view 1, employees   

Everyone has their own take on the situation that organisations are facing at the moment. As an experienced researcher, I have always seen my role as being to reflect on the data before providing insights. It seems like now, more than ever, is the right time to publish a series of thought pieces on why we need marketing research.

The perfect storm?

Recent research that we have undertaken for a client has clearly indicated that, in the UK, organisations are keenly aware that we are in the eye of two key ‘storm fronts’ currently – to use the ‘perfect storm’ analogy.

  1. COVID
  2. Brexit

The business landscape

The business environment is being shaken in numerous ways, resulting in the following:

  • Uncertainty

There is a continual lack of clarity resulting from the ongoing ‘storms’.

  • Volatility

This means that the sheer rate of change is affecting our views of the world around us. Constant change can be very unsettling for many of us. It is impacting on previous cultural and behavioural norms significantly.

Challenges

Organisations are facing major challenges including:

  • Sink, swim or surf

Of course, there will be some organisations that will benefit from these times but many others from sectors that will be obvious to most of us are still in survival mode. The impacts on financial aspects and all stakeholders, especially employees, are clear to see.

  • Cash

Tightening the purse strings is an inevitable reaction by those facing survival challenges.

  • Hybrid/home working

WFH (working from home) is on everyone’s agenda at this time. It provides opportunities and challenges in equal measure. It is important to recognise that it doesn’t suit everybody! Depending on our personality and behavioural traits, we will find this shift easy or hard to make.

  • Employees’ work/life balance

WFH has an impact on work/ life balance. Many have found the experience very positive but it remains a challenge for others too. Once the novelty has worn off, it can be hard to maintain a balance.

  • Shifts in the psychological contract

Employees are changing the way they view their relationships with employers. Redundancies, job market uncertainty and fear, both short and long term, are contributors to this.

  • Individuals’ focus on personal safety, security and survival

As a result of all of this, some individuals have been pushed into ‘survival’ mode. In terms of Maslow’s hierarchy of needs, if safety and physiological needs are under threat self-fulfilment is not a key priority.

  • Providing clear direction

A key challenge for leaders in organisations is the critical need to communicate a clear direction during uncertain times.  A ‘roadmap’ for the future, as one respondent to the research described it so well.

  • Changes in customer behaviour and expectations

Our customers’ perceptions and attitudes are shifting too. They were already changing but the catalysts have accelerated this by a significant factor. The move to more online discovery and purchase are obvious, but, perhaps not as immediately visible, are the changes to brand loyalty and the time being spent on exploring alternative options.

Ten thoughts on what you need to research now?

There are plenty of things keeping business leaders awake at night but the key question to answer is:

“What do I really need to know about…?”

I have arrived at ten key areas that need to be considered for exploration now:

  1. Your employees
  2. Your customers
  3. Your markets
  4. Your organisation and internal communication
  5. Your processes
  6. Your products and services
  7. Your competitors
  8. Your strategy
  9. Your marketing communications
  10. Your brand

The first two, in particular, are intended to be in priority order.

Number one must be our people. Without them as the foundation, the other areas would not be important.

Customers would come a very close second.  Without customers an organisation would cease to have a purpose.

The employee view

Back to our core question: what do we really need to know and understand about our people?

As a matter of some urgency, we need to ensure we have a clear view as to the following:

  • Satisfaction
  • Levels of engagement with the organisation
    • Do they feel they belong?
    • Do they feel part of a team?
    • Are they being effectively managed
    • Do they know how they are doing?
    • Are they looking to move to another organisation when the opportunity arises?
  • Emotional states
    • Well being
    • Mental health
    • Self esteem
    • Loneliness
    • Vulnerability
  • Physical health
  • Sense of direction – do they know what the leaders’ plans are?
  • Levels of security or insecurity
    • Financial
    • Emotional
    • Relationships
  • Extent of team working
  • Attitudes to WFH and hybrid working
    • There may be pressure on some to be positive about WFH. Will it be the new ‘normal’? Will people feel able to voice their true feelings about it?
  • Extent to which work/life balance is being realised

Why you really need to know about your employees now…

There is no time like the present to make sure that we fully understand the state of our employee base.

If you need help researching this, let’s talk.