Rising fuel costs and the impact on employees

I was asked by HR Magazine about the fears of employees about the rising costs of fuel in response to global conflict and to the statement from the boss of Shell about the implications for employers also.

In my view people living and working in uncertain times. When energy prices rise, what people experience is pressure at home which can lead to distraction at work and a recalibration of how much discretionary effort they’re willing to give. If employers ignore that, performance challenges will follow.

The organisations getting this right will respond proportionately and visibly without panic or platitudes. Practical conversations to have might include flexibility on where and when work happens, reviewing travel expectations, and being honest about what support is and is not possible in service of delivering the work.  Consistency matters more than generosity.

For HR leaders, financial wellbeing support might need to move beyond signposting. This is about equipping managers to have adult-to-adult conversations about external pressure, trade-offs, and priorities without tipping into overreach or false promises.

Driving workers are often overlooked. Mileage rates, route planning, hybrid options and, where possible, reducing non-essential travel all signal that the organisation understands the reality on the ground.

And in uncertainty, the test of leadership is containment. This means clear decisions, explained well

You can read the whole article here: https://www.hrmagazine.co.uk/content/news/shell-boss-urges-employers-to-restrict-their-energy-use