Overcoming Public-Employee Silence.

Author:DeHart-Davis, Leisha
Position:Commentary - Reprint
 
FREE EXCERPT

Too many government workers don't think their organizations value their input. It's a challenge their leaders need to take seriously.

"My department manager does not like differing opinions and tries to shut down any conversations of such. "

"Over the years, we have been asked many times about ways to save money for the department and the city, but nothing ever changes. "

"Nine times out of ten, my ideas are dismissed. "

"We do have an opportunity to provide opinions, but what are the repercussions? Most don't speak about their opinion because they know that it won't result in change. "

These excerpts from interviews with employees of local governments --a building inspector, a firefighter, a parking services representative and a housing maintenance technician --illustrate what employee silence looks like when workers intentionally withhold ideas for workplace improvements or keep their concerns to themselves. These employees have chosen not to speak up because nothing comes of their suggestions, they fear retribution, or their thoughts are dismissed.

Employee silence means that potentially valuable information is not making it up the hierarchy for consideration. As a result, silence stifles innovation, dampens employee morale and hinders organizational effectiveness. The effects are particularly damaging for the delivery of high-quality public services with scarce taxpayer dollars.

How big a problem is employee silence for government? At the Local Government Workplaces Initiative at the University of North Carolina at Chapel Hill, we've been researching its extent and impact (lgwi.web.unc.edu/research/), and our findings are troubling. We surveyed 3,234 local-government employees over the past 18 months, and fully 50 percent of them told us that they sometimes do not speak up when they have ideas for improvement. The odds that these same employees were thinking about quitting were nearly four times that of vocal employees. So silence is a morale issue that affects workforce turnover.

How can governments at every level mitigate employee silence? Here is a framework for public administrators:

Seek Employee Input. Really. The crucial first step is to examine your own attitudes. Not all managers want employee input. Some say they want it, but really do not. The best public managers understand the value of employee input, work systematically to encourage input and have a plan for acting on that input. If you don't fall into this category, you...

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