Although the jobless numbers are still high, employers continue to face difficulty in finding qualified job candidates, and this could stem from a prejudice some employers have against the unemployed, says Jason Carney, director of human resources at WorkSmart Systems Inc., a professional employer organization in Indianapolis. While the unemployed are not necessarily less productive or talented, a perception exists that performance could be an issue.
"I think there's still a stigma in the business world that if you're unemployed, you're unemployed for a reason," Carney says. "Right or wrong, employees who are working are seen as more desirable. There's this feeling that you must be doing a pretty good job if you're still employed, so many organizations believe they would rather find someone who is actively still working because they're probably a top performer."
There are also numerous accounts that the jobless rate could actually be higher than reported because many unemployed workers have stopped looking for new opportunities, which could contribute to the lower number of job candidates, Carney adds.
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With fewer available job candidates, it is especially important that employers hold onto their talent, Carney says, and this can be done by enhancing morale. Open communication, particularly among the top performers, is helpful because it allows the employer to let its top employees know they are valued, and it also sets up the conversation for retention.
"There's nothing better for my morale than if my manager comes to me and says, 'People are dropping like flies around you, but you're doing a great job,'" Carney says. "If I have another opportunity elsewhere, that also starts the conversation of what it will take to keep me."
Employers should take caution with this approach, though. While it is helpful to make the employee feel valued, an employer doesn't want to create an implied contract by telling that employee his or her job is safe, Carney says.
"Keeping the conversations one-on-one is helpful, but you want to make sure you don't give any guarantees," Carney says. "Something you can say would be, 'I can't guarantee anybody's job, even the president of the company, but I can give you my assurance that I'll do what I can to keep you, and you're on the top of my list of employees I want to stick around, so we can get through this thing together.'"
Medical and voluntary benefits typically do not play a large role in retention, Carney says, but lifestyle benefits, such as paid time off, could be a major factor. Given the job cuts that have taken place, many workers who are still employed could be under a lot of pressure. The workloads are heavier, and burnout is a common result.
"Time off is huge," Carney says. "These employees might be compensated well, but their workloads might have also doubled because the team is half the size of what it used to be. Time off is something everyone should be looking at right now."
Even if the economy improves in 2012, Carney expects retention to remain a priority among employers, which is why organizations must stay on top of the talent war. Regardless of the economic state, employees are looking out for their best interests and want to be valued.
"As the economy gets better, those people who have been waiting for an opportunity at another company to open up will be gone once that company starts hiring," Carney says. "However, if you can make sure top performers are appreciated, they'll be with you, even when times shift."
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