Organisations should foster ways for employees to share ideas - even when they can't all be used - because "being heard" is what counts in terms of engagement, says Transitions Optical Australia and New Zealand director Eric Breda.
The number of employers that support staff in their career development - even at other companies - but have no program in place to try and get them back, is "absolutely gob-smacking", according to Engaged Talent general manager Geraldine Ellis-Maguire.
The most important aspect of a company restructure is the individual conversations managers have with the people who are losing their jobs, according to Lee Hecht Harrison managing director Bruce Anderson, who says organisations that do this well can actually strengthen their employer brand.
An organisational change that goes badly can leave workers disengaged and resentful, but sometimes all that's needed to fix it is an opportunity to "vent", says Right Management managing director Bridget Beattie.
Employers don't need to wait for instances of bias before taking steps to address it - being proactive benefits not just the target group but also increases engagement and pride among the broader employee population, a law firm has found.
The GFC reduced employee trust in all businesses, but organisational ethics are what's needed to restore it, and address wasted productivity and internal politicking, says engagement expert and author, Omer Soker.
The more you give employees, the more they expect, so HR professionals should encourage employees to take responsibility for their own engagement, according to Life by Design chief engagement officer Ian Hutchinson.