The cost-of-living crisis has been hitting so many for so long it’s almost become normality. Now, we have an additional hurdle, with the price of fuel making the regular commute for car drivers more expensive than ever. Bodies like the International Energy Agency are urging people to work from home and some governments are considering mandating a four-day working week to reduce national fuel demand. There’s been a reported surge in carpooling and disruptions to public transport due to fuel shortages. The next few pages provide some practical ideas to help internal communicators and business leaders navigate this situation with pragmatism, commerciality, and empathy
Set out your stall as soon as possible
Build trust early on by letting employees know discussions are underway about what the global energy / economic crisis means to the business and to them. Be as transparent as you can and let people know when and how to expect an update.
Consider how the business can help employees temporarily
For example, if your workplace is an out-of-town office and most employees drive to work, their fuel bill could jump from say £60 to £100 a week. This could make the three-day on-site rule feel like an additional financial burden, rather than the collaborative benefit it’s meant to be. Speak to your HR leader about suitable temporary options for impacted employees, such as:
- reducing the required days in the office
- flexible days v/s fixed days
- team-led decisions v/s blanket policy.
Link decisions to business outcomes
When proposing policy changes to leaders, link them to business outcomes by framing the organisation’s flexibility in this instance as: Supporting productivity Minimising stress and absence Retaining talent Whilst the changes are about being supportive when it’s needed, there are also commercial considerations. The right framing will help get leadership endorsement and support an environment of trust.
Encourage the sharing of practical solutions
Work with the benefits team to identify any tangible support and cost relief options available, like:
- travel allowances
- car share schemes
- public transport discounts or season ticket loans
Highlight existing benefits people may have forgotten about.
- Arrange financial wellbeing and benefit webinars.
- Set up a new page on your social channel to share information and encourage ideas, collaboration, and connection.
- Create a simple poster for digital screens and noticeboards to promote the new social page.
Provide managers with clear talking points
Managers will be feeling the pressure too, so help them help themselves and their teams by providing simple guidance on:
- How to have conversations about hybrid working in the context of increased financial pressure.
- Being open to flexible working or adjusting working patterns, i.e. there could be significant cost savings for commuting outside of the rush hours.
- Make the company’s policy clear on what the core hours are and any temporary changes.
- Provide relatable scenarios, and example questions and responses, for managers to work with.
Fairness v/s flexibility address the tension
Be fully transparent about what can and what can’t change. Not everyone has a choice about where and when they work, so be clear that the company is aiming for fairness, and how and why decisions are made. Remind employees where to go for confidential help if they are struggling, such as through an Employee Assistance Programme (EAP).
Share frequent updates
- Share stories about employee-led initiatives that are making a difference for people on your broadcast channels.
- Create FAQs and keep them updated.
- Publish scenario-based guidance.
- Issue updates as the situation evolves.
- Promote the use of cost-tracking apps, i.e. to get the best deals for fuel or public transport offers.
Encourage behaviour change
To amplify the policy narrative and conversations in team meetings, use broadcast channels to promote:
- Remote working where agreed
- Staggered hours to reduce travel peaks
- Combining office days with key meetings
Remember to listen!
- Monitor the response to policy changes and if they’re having the desired impact, i.e. through sickness absence, production figures, employee engagement polls.
- Listen for additional impacts of rising costs, such as financial stress, distraction and individual performance issues.
- Have a team of ‘champions’ to engage in chats on the social channel and feedback any concerns.
- Stay close to ERGs (Employee Resource Groups), or network groups, to ensure you’re getting a balanced picture on how the comms and any changes are landing.
- Create a monthly one-page summary for leaders.
- Meet with HR regularly to share insights and agree any changes to positioning or communication activities.
Be human
This is a situation that’s hitting everyone’s budget - and everyone’s budget is not the same.
- Frame the communication around what the company is doing to help anyone struggling financially. Be clear on boundaries.
- Ensure managers are supported with their own challenges and in having difficult conversations.
- Make information accessible and timely so everyone gets the information they need, in a way they understand.
Being kind costs nothing
While some people may be feeling the financial impact more than others, some colleagues may also be feeling anxious for lots of different and very personal reasons.
Remember to:
- Provide details of any company helplines and EAPs as a strapline on all comms Encourage kindness
- Keep listening