It’s hard to ignore the steady beat of change pulsing throughout the workplace. The tempo is somewhat discordant at the moment, as the faltering rhythm of today’s economy drowns out yesterday’s vibrant drumbeat.

Amid dissonance of this kind come the findings of a recent survey that asked senior executives about their key staffing concerns.

Top of the list, for 35 per cent of respondents, was employee retention; 23 per cent said staff morale was their greatest concern; Twenty two per cent cited recruitment; 17 per cent said they worry most about productivity.

Conducted by Robert Half International (RHI), the world’s largest accounting and finance staffing firm, the survey polled 100 senior executives in a range of Canadian industries, including manufacturing, wholesale, retail and finance.

It’s not surprising, given the anxiety associated with the tanking of the global economy, that business leaders lie awake at night worrying about staff morale and productivity (not to mention corporate viability).

However, deep concerns about employee retention and recruitment may seem counterintuitive as layoffs and downsizings continue.

Retaining staff is an issue for some managers and executives, says Max Messmer, chairman and CEO of RHI, because “many firms operate with lean teams in which every staff member plays a key role in the business. Companies that lose top performers may not only experience declines in productivity but also incur significant costs in replacing these professionals.”

Mike Gooley, branch manager for RHI’s Toronto operations, adds that attracting and recruiting new employees likely remains a concern because even in a weakening job market, areas of demand and shortages still exist.

Without question, the winds of change will continue to blow with increasing unpredictability. And managers everywhere will be challenged to find ways to alleviate workplace anxiety, build staff morale, retain key staff and maintain productivity levels.

Concerns of this kind can be addressed, to some degree at least, says Gooley, with frequent and effective communication from the top down.

“Senior executives and managers have to communicate regularly to make sure they’re on the same page,” he says. “They need a unified, consistent message that everybody can understand.”

Here are some of his suggestions:
Engage in frequent dialogue with staff members to keep them updated on company news.
Initiate conversations about how things are going. Allow people to come to you with issues and concerns.
Be empathetic. Listen, ask questions and avoid interrupting employees during discussions.
Respond promptly to individual requests for help. Be honest. If you don’t know the answer to someone’s questions, say so, look into it and get back to them.

Offer praise and encouragement. This simple courtesy helps motivate people and encourages them to work hard.

Manage the grapevine. Take control of the rumour mill to limit its potential to preoccupy employees.