An online survey of more than 1,200 U.S. workers conducted in 2009 by Harris Interactive showed 90% said their confidence in the top management of their company has declined in light of the recession.

Whether you have to deliver bad news, change behaviour or regain the trust of your workforce, John Harris identified key aspects that organisations need to consider, including honesty, a vision for the future, regaining certainty through clear performance standards and predictable routines - and even occasionally admitting to mistakes. Too many companies ignore these basics when developing employee communication when things aren't going well.

1. Honesty.

Even when things are changing rapidly, employees want the truth, particularly about how their specific area of operations is performing. Not communicating with employees is the worst thing an organisation can do, but obfuscating, hiding behind jargon and delaying announcements undermines trust even more. If decisions are under consideration, at least advise the staff how those decisions are being made, otherwise rumours will replace facts and productivity is likely to fall further.

2. Vision for the future.

In uncertain times employees want reassurance that the organisation has a clear plan for the future and to know how it aims to achieve it. Organisations need to communicate, via supervisors, what they are doing to protect and grow the business, and specifically how those goals affect individual units.

3. Clear performance standards & predictable routines.

Defining clear performance standards within particular sections or teams, gives employees a positive focus and a sense that they can directly contribute to the organisation’s success.  And maintaining predictable routines also helps normalise the situation for employees.

4. Personal communication.

The most effective employee communication is from direct supervisors. And regular, ongoing, communication is better than occasional presentations, particularly during difficult times.

All the research supports keeping supervisors and immediate managers abreast of the latest information and helping them communicate and answer questions by those who work directly with them. It also means problems can be identified and resolved before they develop further.

Unless there is an overall company crisis, maintaining personal communication will do more to instil trust and help employees deal with changes.

5. Admitting mistakes.

Even the best organisations make mistakes, and admitting these can help everyone involved move forward.