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There is no doubt we are facing the most serious economic crisis in recent history. With newspaper headlines that read, “The Worst Is Yet to Come," “Unemployment at an all time High,” and “Americans' Standard of Living Permanently Changed,” it’s no wonder the overall morale of the American workforce is down while general anxiety is up.

It’s only natural that this grim economic environment is influencing employees’ attitudes about their jobs and workplaces. With their perceived job security in question, employees can become disenchanted, disengaged, and unmotivated. Even those who survive lay-offs and downsizing may feel vulnerable.

Results of a national survey conducted by market research firm Quantum Workplace, indicate that 66 percent of U.S. companies surveyed experienced decreases in employee engagement between 2007 and 2008.

What is employee engagement and why is it so important?

Employee engagement describes a situation in which an employee is fully involved in and enthusiastic about his or her work. An engaged employee is one who is willing to exert “discretionary effort,” or effort above and beyond what is required.

Studies have shown that engaged employees have higher productivity and deliver better customer service. Engaged employees are easier to retain and more likely to stick with an organization through the tough times.

Employee engagement is always important, but it is a matter of survival in this economic climate. Organizational leaders can make the mistake of withdrawing rather than reaching out to disillusioned and disengaged employees. But that can spell disaster. For an organization to survive and even thrive in these times, they need employees who are invested both mentally and emotionally in their work.

All of the research available today points to a single factor that is most important in creating an engaged workforce, whether times are good or times are bad – connection between the leader and the employee. It’s that simple, yet, for a variety of reasons, managers may find it a challenge to put this principal into practice.

When times are good, organizations may provide motivational speakers, retreats or conferences for employees as well as other perks and monetary rewards. However, few organizations have the resources to spend on those kinds of motivators. In today’s climate, it’s the no-cost personal touch that will go a long way towards re-engaging your employees. Here are some tips for how you can make this a reality in your organization:

Keep employees informed even when the news is bad. Employees want to know what to expect and honesty is always the best policy. Communicate on a regular basis and even when you don’t have all the answers. There is nothing wrong with “We don’t know yet.” Also, be sure to allow employees to voice their feelings and encourage feedback.
Don’t allow negativity to permeate. Work to re-instill optimism in the organization and encourage employees to be part of the process. Schedule brain storming sessions to allow employees to contribute ideas and strategies on how to weather these tough times.
Set clear goals for individuals as well as the organization. Keep employees committed to the mission. Let employees know how his/her part contributes to the success of the organization and share the organization’s plan for survival.
Foster a culture of learning. Employees are more productive and satisfied when using their strengths at work. Encourage employees to use their abilities and help them to continue to develop their talents. There are low and no cost ways to do this, such as internal mentoring programs, or lunch and learn sessions where internal experts make a presentation and facilitate a discussion.
Continue to reward. Now is not the time to eliminate all incentives and rewards for good performance. Show you are committed to your employees and look for ways to do more with less. If the organization is not in a position to offer huge financial rewards, look for other ways to compensate employees; for example allowing more flex time or offering work/life balance, or financial assistance programs.
Reconnect with employees. This is the single, most important thing you can do. Often, during organizational change or downsizing, managers don’t feel engaged themselves and can feel like hiding behind a closed office door. However, reconnecting with employees can improve the manager’s feeling of engagement while also improving the overall engagement of the team. So, don’t hide in your office. Keep the door open, walk the halls, and get the team together for coffee or pizza. Perception is everything. If employees feel that leadership cares about their personal situation, they will care more about their work. Engagement is contagious.

Following these tips can mean the difference between organizational success and failure. Investing in employees is always prudent, but never so much as it is today. Re-engaging and empowering employees can make a “sick” organization well, and will help to sustain a healthy workforce.

To learn more about how Edizen can help your organization to re-engage employees, contact us at 866-334-9362, 202-689-5667 or at gfinger@edizenco.com.

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