With many businesses suffering from the hangover of redundancies or other cost-cutting measures and others still waiting for stability to be felt, how has this period of uncertainty affected the ‘survivors’ views’ about their job?

Some key research has been conducted recently to determine just what we should expect once recovery is upon us.  The CIPD Employee Outlook Spring 2010 has found some interesting results:

Job satisfaction & engagement
Job satisfaction has dropped significantly from this time last year with people under the age of 24 being the most dissatisfied and over 55s being the most satisfied. However, it seems the opportunities for taking on new and more challenging work has increased a feeling of excitement amongst people towards their work.  Kelly Services surveyed over 60,000 European respondents (6000 in the UK) via their Global Workforce Index (2010) and their findings reflected that of CIPD with engagement levels lowest amongst Generation Y and higher amongst the Baby Boomers. They also reported that the one thing that employees felt would make them engaged was more challenging work. 

Management & Communication
Interestingly, the CIPD survey found attitudes towards management are still largely positive with 68% believing they are being treated fairly although this is not extended to senior managers where trust has hit an all-time low and consultation is being perceived very poorly. Equally, Kelly’s GWI reports that half of those surveyed who felt less loyal to their organisation as a result of the recession did so primarily because of poor management and morale and thirdly due to poor communication. To hammer home the point, only half of CIPD’s respondents believe they are being informed about what is happening in their organisation.

Job-seeking
So, with all this uncertainty, are people seeking to leave? Currently the CIPD report suggests that just 11% believe it would be easy to find a new job although that hasn’t stopped over a quarter entering the job market and seeking a new role. Most worryingly, 41% of respondents said they would like to change jobs in the next year. When competitors start recruiting again and rays of optimism shine through the clouds, those who are disengaged look likely to up sticks and take their skills with them.   If you take a look at your organisation, who might make up the 41%?

However, it’s not all doom and gloom; as a result of the recession, 20% are more loyal to their organisation. The top 3 reasons for this are positive management, company morale and active communication (all more important than pay). It seems that those companies with the strongest management, communication and career opportunities will have a competitive advantage in holding on to talent when the economy improves (Kelly’s GWI 2010).

You can make a difference now to increase engagement and retain your staff in the future.
If you only do 3 things:

• Talk to your employees!   Especially if you are going through a period of change - get your employees’ input, review your communications and tell them what’s going on.
• Test the temperature!   Think about conducting an employee survey of your own. When you get the results, fix what you can and plan for the consequences of those you can’t.
• Challenge your talent!  Work with your managers to engage your top talent and identify stimulating and challenging work for them to take on.