At such times, small businesses in particular need all the help that they can muster to help ward off the worst ravages of inclement economic conditions. But it seems that as well as turning their attention outwards, in an effort to secure assistance from the Government, banks and even clients, they are focusing on how those resources already at hand might be even better employed.
A downturn not only produces negative effects on the world's money markets but the home too. Whilst break-ups happen during both boom and bust, having personal finances stretched to breaking point can also expose painful family frictions. The result can be divorce - one of the most stressful experiences in anyone's life and something capable of sapping energy and concentration.
That fact has been only too obvious to Britain's bosses for some time. A year ago, I reported on previous analysis of some 1,500 or so divorces handled by myself and my colleagues at Pannone which showed how some managers had become so irritated by staff taking time off to attend court hearings, juggle child care and not focusing fully on their jobs that they had even disciplined personnel.
One could be forgiven that prolonged economic woe would only harden such attitudes. During the last couple of years, though, we have noticed an interesting trend develop among SMEs with which we work. Increasing numbers of enterprises are showing a willingness to help staff going through a marital collapse, including paying some or all of their legal bills.
They have recognised that by adopting a more paternalistic approach to the issue and supporting employees going divorces, particularly those considered essential to their operations, they may not only keep them focused on their work during a legal process which can last more than a year but build the sort of loyalty which keeps them committed to a company's success much further into the future.
The attitude is almost certainly because small businesses notice the effect which a divorce can have on someone's productivity far more than a much larger company would. They regard the funding of initial advice sessions or even legal costs up to a certain figure as something of an investment in their own financial health in the same way that they might pay for staff to receive specialist training, knowledge and skills which might be lost if someone were to leave in search of another job with higher wages needed to help meet the cost of a divorce.
There is, of course, a balance to be struck and a judgement to be made. Whilst intervention is useful in the cases of individuals regarded as central to a company's performance, were it to be applied for every member of staff experiencing disharmony at home, it would quite possibly increase the pressure on cash flow.
Our experience of working with such companies has made clear their need for information about how best they and their staff can manage the impact of divorce in the office. Those fortunate enough not to have experienced the process may simply not understand if and when they should get involved or the nature of the support which might be most appropriate.
Being able to read such situations can making a telling positive contribution both to the well-being of staff and the maintenance of a successful business. The consequences, though, of getting it wrong, especially in the current climate, can be substantial.
Vicki McLynn is a senior associate at law firm Pannone and a family law specialist
