What would you do: 'Job enlargement' is sapping morale big-time

Periodically, we ask three HR managers how they’d handle a difficult situation at work. Today’s problem: A trimmed-back staff is beginning to show the strain of having too much work and too few people.
The Scene
Supervisor Ken Gonzalez stuck his head into HR director Phil Walker’s open office door. “Got a minute, Mr. Human Resources?”
“C’mon in, Ken,” said Phil. “But I can’t imagine any conversation with you taking only a minute.” Phil and Ken went back a long way, and Phil often kidded Ken about his loquacious nature.
“Well, maybe a little more than a minute,” said Ken. “‘Cause I got a serious issue here.”
“What’s up?”
Things are tough in the trenches
“My people are burned out,” said Ken. “Too much to do, too few people to do it. They’re just tired.”
“Lot of that going around these days,” said Phil. “Everybody’s short-staffed. And everybody’s got to do more. It’s just the way things are.”
“Look, I’m certainly on board with the whole cost-cutting thing. I get it. We get lean, or we go out of business. But I’m in the trenches with these people, and I gotta tell you — they’re about maxed out,” Ken said, shaking his head.
“It’s really starting to show — tempers are short, little things blow up into big hassles. Morale’s in the dumper.
“I know what you’re going to ask. Yeah, I’ve done all the staff the brass has suggested — on-the-spot rewards, extra praise for a job well done, a few perks for special effort …
“But nothing’s working any more. Everybody’s in a funk. These are good people, and almost all of ’em have been with us a long time.
“So I put it to you: What am I gonna do next?”
If you were Phil, what you you suggest?
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What your peers had to say
Amanda, HR specialist, Florida
What Amanda would do: I’d start by offering employees flexible scheduling opportunities, maybe letting them take two hours at the beginning or end of the day to help maintain their work/life balance. I’d also permit employees to take any extra paid time off they accumulated over the year and roll it over into the next year, and encourage staff members to take some vacation time.
Reason: Our employees need to unplug. They’re being rewarded and appreciated, but they’re too wired. We as an organization need to ensure that our employees’ lives are balanced, and giving them that opportunity should help get things back in order.
Charli, HR manager, Pennsylvania
What Charli would do: I’d want to look at some hard data – how much overtime workers are putting in, absenteeism rates, and production numbers. If I think we’re stretched too thin, I’d talk with the manager about possibly bringing on a new employee or two to help reduce the workload.
Reason: I’m an analytical thinker, so I like to use concrete data to evaluate a situation. Looking at statistics like amount of overtime put in and absenteeism rates should guarantee any decisions I make aren’t based on misperceptions of issues we have.
Lee, HR manager, Texas
What Lee would do: I’d work to publicize more of what we will continue to do for employees – cover a large percentage of their benefits costs, offer raises and bonuses where merited, and provide seminars and wellness programs for them to participate in.
Reason: We need to show our workers just how much we care about them. If they see all the things we do for them that they may take for granted, it may help them realize we’re still a great place to work.