Double Dip: Keeping Employees Engaged | Jobs In NewYork

Double Dip: Keeping Employees Engaged

Double Dip?

In June, a light switch turned on. The volume of phone calls, emails and requests was turned up. Customers were feeling optimistic. Maybe the worst was behind us?

As summer months continued, the optimism that surged at the beginning of the summer seemed to wane. It was as if the light switch was on a dimmer, and the light was slowly changing. The headlines in the newspapers and nightly newscasters began to question, "Are we headed for a double dip recession?"

Depending on whom you talk to and when, the financial experts' differing opinions abound. So what does this mean for your work environment and keeping your employees engaged?

Keeping Employees Engaged

Fear and anxiety about what is - or what may be - in store can impact your staff's productivity and your customers' behavior. Keeping employees engaged is critical to retaining customers and increasing sales.

Here are five key approaches to keeping your employees engaged:

  1. Keep employees informed of: how the company is doing, what strategies for growth are being considered, and what the customers' needs are.
  2. Involve employees in solutions. Actively solicit feedback and engage employees in solving customer dilemmas and requests.
  3. Gain commitment from employees by giving employees ownership in their roles.
  4. Reward employees for contributing proven ideas that impact the bottom line. Make innovation a positive part of your culture.
  5. Give opportunities to try new roles and offer job share opportunities to develop new skills while new positions may be on hold.

Looking Ahead

No one has the answer to what the future may bring. By keeping your employees - your best asset - engaged, you will be prepared to move positively in the future while waiting out these stormy clouds a little longer.

Diane L. Dunton M.S., president of Potential Released Consulting Services since 1996, has over 25 years of business and HR experience. Diane has received specialized training with National Training Labs, the Gestalt Institute, Center for Creative Leadership, the University of Michigan's Organizational Career Development and the Center for Reengineering Leadership programs. She has developed programs for over 25,000 employees and leads more than 20 workshops annually offering executive coaching, professional individual coaching and programs on leadership and strategic planning. She has appeared before conferences of up to 9,000 participants and her work has appeared in both U.K. and U.S. management publications, including the Society for Training and Development's Team and Organizational Development Sourcebooks (2003-2006).Learn more about Diane at