This is how to better engage unhappy employees

This is how to better engage unhappy employeesThis is how to better engage unhappy employeesAsbusiness leaders, we often worry about former employees badmouthing their business or even stealing from the company on their way out the door, but those arent the people who pose the greatest risk. Theworkers who can really bring your business downstill work for you.In case you havent heard, theres anengagement crisis in the workplacethese days. Research cited in Gallupindicates that as many as 60 percent of workers are not engaged at work, representing mora than$600 billion of lost productivityper year.It stands to reason people who dont like what theyre doing wont do very good work. Thats why I think the most damaging people at a company arent the ones who quit and leave.They are the ones who quit and stay. This is the situation where the employee says, I hate it here. Im leaving as soon as I find a decent job, but Im not going to say anything until I give two weeks notice. Theyre physica lly present but mentally long gone.When it comes to employee engagement, ignorance isnt bliss. Just because someone is physically in the office doesnt mean everything is going well.That person could be letting key tasks slide, quietly missing deadlines or even putting key client relationships at risk. People who are unhappy but trapped are often the ones who damage morale by complaining and spreading rumors, copying intellectual property and creating a toxic environment. And they do this from the inside, which is far more damaging that the average rumor spread by an ex-employee.Why do they behave this way?Many employees are afraid to speak honestly about challenges and problems at work, even those that might be solvable. They fear that if they approach their managers and say, Hey, I dont know if this job is working out, theyll be told to pack their bags. Thats a terrifying situation, especially where they have a family to feed and bills to pay.Understandably, they avoid honestyor fu ll-out lieright up until the day they quit. At that point, you suddenly have a new hole to fill.Bad departures leave bad feelings on both sides that can overwrite years of goodwill and great work. Here are four ways to get ahead of this issue and keep unhappy employees from becoming toxic1. Measure engagement and ask for feedbackAt my company, Acceleration Partners, we regularly ask employees if theyre present and engaged. We use Tiny Pulse to send out questions each week to gauge how employees are feeling about work. We also spend time at our annual retreat discussing what the company should start, stop and continue doing.2. Act on that feedbackWhen employees make good suggestions, implement those changes. Be open-minded about criticism, because your employees may be able to see emerging problems from the front lines before they are clear to you. Engagement cannot be a one-way street.3. Create a tresor cultureIf you want people to be honest, you cannot walk them to the door for spe aking their minds, you have to create a safe space for honest dialog. You need to hear what they have to say, see if its a problem that can be solved, and work out a plan together.Maybe you will find the person would fit better in another role. Maybe the person is overworked or under-challenged.Sometimes, adjustments can be made. Even if they cant, its better to talk things out. Otherwise, problems fester and employees mentally check out.4. Make it okay to leaveA particular worker might not be a great fit for your company anymore. That doesnt mean he or she wont be an asset elsewhere, so make the parting a win-win process.At McKinsey and Company, a global management consulting firm, when people want to leave, the company provides resources to help them transition out. Since employees who leave the company often go on to work for potential clients, the company has taken the long view and created an alumni association. They dont want to unnecessarily burn bridges.People are going to l eave your company. Even at companies listed among the best places to work, the average employee is only on the job for 24 to 32 months, according to Paysa research.People change, their interests change, companies change. Its simply inevitable that people will move on.So, rather than burying your head in the sand, prepare your workers and your business for the inevitable transition. Its the best way to prevent people from quitting the job and staying on your payroll.This post was originally featured inInc.Robert Glazeris the founder and CEO ofAcceleration Partnersand the author of the international bestselling bookPerformance Partnerships. Join 35,000 global leaders who follow his inspirational weeklyFriday Forward,invite him to speak, or follow him onTwitter.