A few days ago, in a client project, we met the new head of corporate communications, who has been leading this important area at our client's company for several weeks.
From an initial bit of small talk, she, let us call this likeable woman Ms Wilhelm, came to speak about her experience of short time work. Her account from the perspective of someone directly affected was so striking that we did not want to keep it to ourselves.
Ms Wilhelm told us:
Let me say first of all: short time work is still better than losing your job.
The historic level of short time work, 18% of all employees subject to social insurance contributions in April 2020, was a peak that I too thought at the time would soon be behind us and that normality would be restored. That it was not, I had to discover over the following months. I am grateful that short time work did not turn into unemployment, even though in some moments that would have felt clearer.
My thoughts went round in circles quickly and with few pauses. It was quite possible that my employer would not survive this crisis, in which case short time work would have been the sad harbinger of unemployment.
I could not judge that, because I had no information about how things stood.
Of course I was aware that this must be a very unusual situation from the employer's point of view as well.
On the one hand there is the broad economic aspect, within which you can influence your own liquidity only to a very limited degree. Duration, intensity and consequences were and remain the great unknown in that equation.
Beyond that, my management has responsibility for us employees. Good communication is called for here, because with transparency and continuous information you get through such a phase well together.
What specifically interested me as an employee?
Well, first of all I had existential fears. Short time allowance is a fine thing, but it still means considerable losses. I also wanted to know by what criteria working hours were being reduced. The options range from because there is nothing to do to because you earn a high salary and we have to reduce costs.
Fairly soon I began to consider whether I should, at best as a precaution, make myself available on the job market again. On the other hand I felt loyal towards my employer and did not want to flee straight away. So I stayed, for the time being. In the hope that this would not be a mistake.
It was not a mistake. I was on short time work for a total of 10 months, during which I mostly worked two days a week.
A good deal happened to me in that time. I lost the habit of full time working life. From a previously official 40 hour week plus overtime I degenerated to a 16 hour week. Big topics could no longer be tackled, we switched the mode from proactive and future oriented to keeping things ticking over. I no longer saw my colleagues, a team culture had almost ceased to exist.
Projects and tasks that previously had been done within three consecutive working days dragged on for weeks, because a colleague was not there to approve something, because service providers were on short time work too, because those who were still working were hopelessly overloaded. I was slowed down, and not only in my daily routine but above all in my head.
Of course, at the same time there was room for new things. Hobbies never begun. Demanding projects that had got stuck in everyday life. Personal development, regular sport, hiking at seven on a Wednesday morning.
But watching the others work full time from home also meant a feeling of useless worthlessness, now and then.
In my field it also means FOMO, the fear of missing out. In corporate communications the world keeps turning quickly. At least I could keep up reasonably well through online events, but I could not put anything into practice.
In the end, working in the office became an extraordinary event. Getting up early, being in one room for 8 hours. A completely different rhythm from the other days of the week. Sitting still, staying with one thing, and still not getting it finished.
After several months of short time work and the announcement that the situation would extend well into 2021, I began to look elsewhere. My need for security and the need to create something meaningful in my profession pushed me to end this wretched state.
Ms Wilhelm was successful with her decision, as we could see at our client. And yet she put it into perspective, for work horses like us, in an unexpected direction:
I felt good. However, after short time work a hundred percent was not immediately possible again. After short time work I had to get used to things: back to the office every day. Working with concentration every day, for 8 hours.
So my evenings were not only bliss about the wonderful new job and gratitude for a healthy company and a full salary. There was also endless exhaustion. There was less capacity than I am used to from myself. It was the return to power mode.
Why are we sharing this?
Many entrepreneurs are currently having anything but an easy time. Above all they carry responsibility for the people who work in their company. Whatever situation your company is in:
- Communicate clearly and plainly with your people. That applies especially in times of crisis.
- Say clearly how the forecasts look, what you are doing and how you are calculating. That transparency creates trust among your employees.
- Pass on information to your people that could be important for them, for instance what may come their way after short time work in tax terms and in terms of potential repayments.
- Explain a lot, explain why and by which criteria you take decisions and have to take them.
And Ms Wilhelm's unconditional tip:
If you bring employees back from short time work or hire new people who were previously on short time work, support them in returning. Be aware that they have to settle back in.
.avif)
