--- Steve Jobs, CEO, Apple

As customers, we have all been served by people who quit, but never left.  As employees, we have been managed by bosses who stopped managing, but managed to stay.  And, as managers, we have managed people who physically attend, but mentally pretend.  We call them-disengaged workers. It's a deadly virus that's spreading throughout American business and far too often it's ignored. 

Research by The Kabachnick Group found that 92 percent of those surveyed agreed that their companies do not identify or deal with poor performers who show up each day but have actually disengaged.  Interestingly, survey after survey reveals that the number one issue facing business today is finding and retaining talented employees.  Nationally, employee turnover averages 10 percent a year-a challenge that is costing companies millions.  Yet retention is not the cure for turnover.  Retaining disengaged employees is actually far worse than letting them go-regardless of how valuable they once were.  All disengaged workers are not the same, yet the cost from various forms of disengagement is relatively equal in size-and the cost is huge. 

Let's face it.  No one takes a job intending to fail.  No employer hires with the intent to fire.  Both parties only want the best; they both want to succeed.  So what happens?  Our research pinpoints the very soul of disengagement: 

• Most disengaged workers were once engaged, caring productive workers.
• Disengaged workers are not necessarily poor performers.
• Disengagement usually begins with either a new boss or a boss who becomes disengaged.
• Disengagement often occurs after changes in the responsibilities of a position.
• Disengagement sets in after a promotion.
• Disengagement begins when learning and development ends. 

Far too much time and money is wasted on seminars and workshops trying to teach disengaged workers how to "talk the talk" when in the end, they won't "walk the walk."  Instead we must learn to recognize disengaged workers before wasting time and money in futile attempts to change them.

The trend of employers having to deal with a declining performance in the workplace seems to be intensifying according to recent research by The Kabachnick Group.  Here are some of our latest discoveries: 

• 92% of employers tell us their company fails to deal effectively with poor performers.
• 54% of employees leaving a company do so because of having to deal with disengaged co-workers. 
• 78% of managers tell us their greatest challenge is "managing today's workers."

What's an employer to do?  Here are a few of our recommendations: 

• Be more diligent about holding people accountable.  In the long run, employees who want to perform expect to be held accountable. 
• Define accountabilities clearly and get consensus early on in the job; don't wait for the one-year performance review-that's way too late.
• Address poor performance immediately.  Then set required behavior changes and time frames for improvement. 
• Spend more time with your star performers than you do with your poor performers.  Devoting too much time to poor performers will demoralize your best performers. 
• Involve star employees in aspects of the business that are not part of their regular routine.  This recognizes their value.
• When hiring, be sure to hire only those who match your culture as well as specific benchmarks for the job. 

The fact that most people truly want to develop and grow remains quite consistent.  However, when trends like the current trend of disengagement is not addressed, the trend creates a ripple effect, impacting even the best of employees.  As an employer, you have the opportunity to reverse the trend if you treat it like a gardener.  Provide a "greenhouse" environment.  Remove the dead and dying plants that suck up the oxygen and contaminate your eco system.  Instead, continue to feed and nourish the buds and bloomers so they can continue to flourish.

Problem:  Kathy, who's been working in the department for several months, is on the phone for the fourth time today.  You know it's a personal call; you overheard her conversation about her dog.  Even after she notices your look of disapproval, she continues the conversation; even turns her back to you as she continues the conversation.  What would you do?

Solution:

A.  Interrupt.  Ask Kathy to hang up and get back to her work.  Point out that we're busy!

B.  Wait until Kathy is off the phone, then inform her that she's spending too much time on personal issues during work hours and that if it continues it may result in an official, on-the-record, reprimand.

C.  Ignore it because Kathy is generally a good worker.

D.  Express concern.  Tell Kathy that you couldn't help but overhear her conversation about her dog.  Then ask her to tell you what the problem is to see if there's anything you can help her with.

If you, like most managers polled, chose answer B-it's the wrong choice for dealing with today's workers.  The correct choice is D. 

Those who disagree usually present the argument that:  I would never try something like this when I was a young worker.  I respected my boss, or at minimum, feared getting fired.  If this argument makes sense to you, you're probably a baby-boomer.  Therein lays the greatest challenge in managing today's workforce:  understanding the behaviors, beliefs and values of today's workers. 

Our research revealed that today's workers are slowly altering their workplace environment by their behavior; driven by their deeply held beliefs in self-reliance, independence, life-balance, and individualism.  These are all "Quality of Life" issues with a hybrid of values, beliefs and behaviors.  And, these behaviors are held not just by Generation Xers, they are cross-generational responses of life's changing demands. 

Why pay attention to these "Quality of Life" issues?  Because by understanding these issues you can re-define your company policies and managing styles so that you can effectively manage your people power to accomplish established goals.  Should you choose to ignore these issues, here's the risk, according to our company research:

• 42% of employees will leave their job to follow a good boss rather than work to build a new relationship.
• 76% of employees will leave their present job for one with less money to work for a company that offers personal development and flexibility.
• 58% of employees believe that an outsider has a better chance of getting the desired position or promotion.
• 72% of managers have no clue as to what their future is with the company.
• 81% think that "the way to the top" is strictly political.
• 84% like what they do, but not where they do it.  Company policies that inhibit creativity; rules and procedures that make no sense, and executives who exist on a planet called "Entitlement," are the main reasons expressed for this.  

Previously, workers at all levels would simply leave their employers if their needs were not met.  Today, however, even when work conditions are disappointing and frustrating, many are opting to stay, chip away, and work to transform the company.  They find this task challenging, stimulating, and "cool." 

A clear, deep understanding of people and their "quality of life choices" is critical to today's business and personal success.  Getting a true, unbiased perspective of employee's behaviors, beliefs and values helps to better understand today's workers.  It also helps to uncover their potential and to ensure that you find ways to balance the increasing work and family challenges in ways that are satisfying and profitable to both employer and employee.  Organizational assessments provide the best non-intrusive, unbiased method of identifying these critical factors so that managers can more effectively address the challenges of today's workforce.

Normally in this column I would be highlighting a lesson I've learned in my travels, a special place I discovered, even a great restaurant.  However for this first issue, I would like to share an experience that warmed my heart and confirmed my belief that people intrinsically have huge hearts and intend good.  As traveling business people, frequently on the go, perhaps you can relate to my story:  

I was on the airport shuttle train after returning to my home--Tampa Bay, on the west coast of Florida.  I had just completed my second trip to California is less than eight days. At nearly 8 p.m., I was tired from travel and anxious to get home.   

As the shuttle train pulled away from the gate area, heading to the main terminal, the train suddenly tilted off its tracks, coming to an abrupt stop, throwing me and others every which way.  I was the only female along with six men-five in business suits; one an airline pilot.  Being the smallest, I flew the farthest-from one end of the shuttle car to the other.  Immediately, all the men rushed to me, checking to see if I was hurt.  One grabbed my suitcase, which had landed on top of me; another picked up my handbag while others began grabbing the contents that had flown from it and putting them back inside.  One man forced the doors open and was ready to activate the emergency button when just then, two mechanics jumped on board.  "This lady's been hurt," they told the mechanics.  Quickly checking to see if I was bleeding anywhere, they asked if I needed the paramedics.  I realized I had no serious injuries-just badly bruised, so, I refused the paramedic help.  I figured that since it was already 8 p.m., spending the remainder of the evening in an emergency room could be worse than the actual bruising I'd encountered. 

Eventually the mechanics got the shuttle to the terminal.  Then, instead of calling it a day and going their own way, three of the men offered to walk me to my car.  Despite thanking them for the offer and telling them I was fine, they insisted.  One took my suitcase, another carried my handbag and together they accompanied me to my car-all the way, asking how I was feeling.  Two of the men gave me their business cards saying that should I have any problems on the way home, to immediately call them on their cell phones. 

I was genuinely astonished at the concern and care these men provided, especially right after the accident.  Here we were-strangers in a transit car-and they put their concerns and schedules aside to go out of their way to help a perfect stranger.  Yes, the human spirit of kindness and caring is alive and well.  And it lives right here where I live and I know it lives where you live too.  Sometimes it just takes an unexpected shake-up to remind us.

My book is on the go:  I Quit, But Forgot to Tell You, has just been named a Top HR Book Pick by SHRM (Society of Human Resource Management).