'It is what it is'? Uber’s RTO fail is a lesson for leaders

This week in workplace whiplash 🌀

Another week, another wave of workplace shifts leaving HR teams scrambling to keep up. From department mash-ups to burnout spikes, here’s what’s making headlines:

• Moderna Merges HR and Tech Departments to Embrace AI Integration 🤖
  Moderna has merged its HR and tech teams, creating a Chief People and Digital Technology Officer role to fast-track AI adoption and integrate over 3,000 GPT models into everyday operations.
   👉The Wall Street Journal

• Burnout at Highest Rate in Nearly a Decade 😓
  Burnout mentions in Glassdoor reviews have jumped 32% year over year, the highest since 2016. The trend links to a sharp drop in employer ratings, highlighting the urgent need for well-being support.
   👉 HR Dive

• Farage's Proposed Clampdown on Remote Work Sparks HR Debate 🏠
  Nigel Farage’s vow to restrict remote working in councils is fuelling HR debates over flexibility, autonomy, and the future of hybrid work.
   👉 HR Magazine

• Team Building Linked to Long-Term Communication Improvements 🤝
  New research shows team-building activities boost workplace communication and collaboration long after the event, reinforcing their value in hybrid teams.
   👉 HR News

As companies wrestle with complex challenges like hybrid working, AI readiness, and burnout, one lesson is clear: how leaders communicate change is just as critical as the change itself.

Let’s take a closer look at what Uber’s latest policy update can teach us about getting that balance right.

Last year, I was in charge of announcing changes to remote working policies at my workplace. I was terrified. I understood that I wasn’t just updating a policy, I was reshaping how people worked, connected, and ultimately lived their lives. It was a delicate conversation, one that required empathy, human connection, and transparency. 

Fast forward to this month. Uber announced a significant shift in its workplace policies: increasing the in-office requirement from two to three days a week and extending eligibility for paid sabbaticals from five to eight years of service. The response? A wave of employee frustration, culminating in a heated all-hands meeting where CEO Dara Khosrowshahi reportedly told staff, “It is what it is” (New York Post).

This moment offers a powerful case study in how not just the content of a policy change, but the way it’s communicated, can make or break employee trust.

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Why change communication matters more than ever

At first glance, Uber’s policy update might seem like a standard post-pandemic adjustment. But for employees who had structured their lives around the previous hybrid model, the sudden shift felt like a breach of trust.

Change management isn’t just about implementing new policies; it’s about guiding people through transitions. Effective communication during such times is crucial. Research from McKinsey highlights that successful transformations are over three times more likely when organisations train employees to use new solutions, establish clear processes, and enable mastery of implemented changes.

When employees feel blindsided or unheard, their engagement and productivity can plummet. Conversely, transparent and empathetic communication can help people adjust and stay engaged.

The business risk of poor change communication

Beyond employee morale, mismanaged change communication can hit the business where it hurts: retention, performance, and trust. Studies show that companies with effective change and communication programmes are significantly more likely to outperform their peers. For instance, Gartner outlines strategies to combat change fatigue, emphasising the importance of clear communication to maintain employee engagement during transitions.

In Uber’s case, the backlash wasn’t just about the policy itself but about how it was conveyed. Employees expressed feelings of being undervalued and unheard, leading to decreased trust in leadership. Such sentiments can lead to increased turnover, reduced productivity, and a tarnished employer brand.

What organisations can actually do

Here’s how leaders and HR teams can navigate policy changes more effectively:

1. Communicate Early and Transparently
Communicating change isn’t one-size-fits-all. Harvard Business Review highlights that depending on the situation, leaders may need to direct, inspire, enable, or enlist employees. Choosing the right approach (shown in the matrix below) can make communication feel more authentic and build trust faster. 

2. Involve Employees in the Process
Seek feedback and involve employees in discussions about impending changes. This inclusion can lead to more practical solutions and increased buy-in. CMI provides insights into effective change management practices.

3. Provide Support During Transitions
Offer resources, training, or counselling to help employees adapt. Recognise that change can be challenging and provide the necessary support. CIPD offers comprehensive factsheets on managing change effectively.

4. Train Managers to Lead Through Change
Equip managers with the tools and training to guide their teams through transitions. They play a pivotal role in communicating changes and addressing concerns.

5. Monitor and Adjust
After implementing changes, gather feedback to assess their impact. Be willing to make adjustments based on employee input and changing circumstances.

Final thought

Policy changes are inevitable in the evolving workplace landscape. However, the success of these changes hinges not just on their content but on how they’re communicated and implemented. By prioritising transparent, inclusive, and empathetic communication, organisations can navigate transitions more smoothly and maintain a committed and engaged workforce.

In times of change, remember: it's not just about the new policies but about the people they affect.