Employee Engagement May Be The Answer...

While some signs indicate economic activity is increasing, many industry leaders and economic experts remain skeptical. However, one thing is certain: when the economy and jobs are again on the rise, companies will face a dramatic increase in unwanted turnover. In a survey recently cited in The Wall Street Journal, 60% of the workers polled plan to quit their jobs or look for better ones once the economy improves. So, just when the demand for your organization's products and services finally starts to grow, you could find yourself short of the skilled workers needed to satisfy customer demands.

It doesn't have to be this way. Whether small or large, organizations that retain key employees - while also taking advantage of opportunities to hire star performers from competitors - can turn this potential employee turnover problem (and possible organizational turmoil) to their advantage. Here are six steps your organization can take now to avoid losing your best workers in the future:

1)  Identify your most important human assets. If you haven't already done this, your organization will need to assess the skills and talents of your current workforce. Then you can consider how they fit your business objectives, customer demands and process requirements. Don't be surprised if you find some gaps - every organization has some, or even many. Once you have identified these needs, you will be better positioned either to train existing workers to get the work done or be prepared to create new jobs when economic conditions allow. We think that filling these jobs by promoting your best performers and/or hiring your competitors' ex-workers could be the best plan. A talent assessment can also pinpoint employees who are critical to your operation. Again, you may find that some employees you thought invaluable can be replaced by others already on your team. And, you may learn that you have overlooked some who are among your best performers.

2) Resist just pulling out your checkbook. While all employees will welcome a raise (and many probably deserve one), the reasons for the recent record lows in employee job satisfaction have more to do with employees: not feeling appreciated; not understanding their role in the organization's strategy; not getting to do work that is important and properly acknowledged; and not having the training and/or tools needed to perform tasks. For many workers, these issues are more important than receiving more money. You may wind up having to pay more to keep your best workers, but you can try other meaningful changes first that will enhance employee engagement.

3) Make your staff feel appreciated. There are lots of low-cost moves you can make to boost feelings of appreciation. How about reinstating the company-supplied morning doughnuts or Friday pizza lunch you offered before cost-cutting measures took hold? Or offering employees more opportunities for professional development? Many recent surveys show that employees want more training. Providing more employee oriented training - something else that many companies have reduced - will help your organization and will show employees that you are investing in their future. Little things can go a long way when it comes to letting employees know you value them and their efforts.

5) Make their jobs doable, if not easier. Productivity always rises during a recession because when people are laid-off, those remaining often do the same amount of work with fewer resources. This situation inevitably causes some workforce stress, burnout or unwanted turnover which will cause you to lose some of your best people. So, be alert to signs of frustration such as escalating individual and team conflicts, increased absenteeism and missed deadlines. If possible, assign more people to the most demanding functions and major projects. Whether it's more training, equipment, space or even temporary help, give them the essential tools and resources they need to get their work done right the first time.

6) Finally, avoid burning bridges. If a valued employee leaves, hopefully, you will not find yourself totally in the lurch. If you handle the resignation carefully, you might be able to tap the employee's knowledge base even after employment has ended. Ask whether the new person filling the job may call with any questions for a few weeks - sort of an informal consulting/mentor relationship. If there are no hard feelings, many conscientious employees will agree to that. And, there's always the chance the new job won't work out, and one or more of your high performers will be back to exert their considerable talents for you, rather than one of your competitors.