All organisations rely on talented people to deliver, and looking after talent in challenging times is particularly crucial. It is these people who will determine how successfully companies will withstand the current financial crisis, and it is vital that their ambition and job satisfaction is not neglected as organisations struggle to weather the current storms. So, how do you keep these people motivated? You need to think creatively, with innovative approaches in mind…

Consider people's emotions and focus on the positive

Our emotional responses to situations factor as highly as rational analysis. This is key to considering how to boost morale. People may be feeling vulnerable and worried about their futures, and your messages, however well crafted, may not be hitting home. If your team is failing to be enthused, consider whether you are addressing how they might be feeling. Put yourself in their position and try and see how they may feel about things. Far from being 'touchy-feely', it's now widely acknowledged that the emotional quotient is as important as the intellectual.

Remember that in evolutionary terms, our emotional apparatus hasn't moved on greatly since prehistory, and our instincts have a major role to play in our survival, even in the 21st century business environment. Great things are achieved by people who have a positive mindset, no matter what the circumstances, so establishing the right climate for people to garner this perspective is essential. Consider exactly why somebody might want to stay with you. Is it the work? The reward? Or the organisation itself? Start from a position of what your people might be feeling, and you're likely to get an honest reaction – which will in turn influence how you might act and behave going forward, to engage your key talent successfully.

Give people control

True empowerment brings autonomy, responsibility and accountability. If the balance of these is right, people will feel in control, trusted - and more likely to stick with you through tricky times. Let people do what they are good at, and give them the time, tools and authority to do it well. It's amazing what they will then achieve for you. For example, in one global organisation Moorhouse Consulting recently worked with, a clear message of empowerment was issued at a critical moment for the business, when they needed to reduce costs, paraphrased as “Just do it. Don't seek permission”. This was about trusting people in the business to apply good judgement and drive change and reduce operational costs in the areas in which they are expert – and the result was a workforce galvanised into immediate action and a significant financial turnaround in just three months.

Be loyal to your team

One consequence of current pressures may well be to let some people move on, hopefully through natural staff turnover . But remember that both those staying and those leaving are important to your business. It is important to keep those due to leave engaged, not just because they will keep things ticking over, but also because those staying will be watching for evidence of how people are really being treated, and may base their own personal decisions on these. Implement sound HR processes that invite and welcome input from all staff, regardless of their future in the organisation. In doing so, you'll exhibit behaviour that says 'we're all one team' and will turn what could be a very negative situation into something more positive for your remaining (and departing) talent. Lastly, keep in contact with your Alumni. They should remain in your network of contacts; you never know when you'll be able to help them in future – and when they might return the favour.

Offer new incentives

Good staff will continue to work hard and deliver and will still require promotion, recognition and reward. Ignore this at your peril, as even the most loyal teams will walk if they don't feel they are getting the acknowledgment they deserve. You might not be able to afford to compensate people financially, so think of other incentives, such as offering shares in the company. This way not only do key talent then get the incentive of owning a piece of something that together you can make valuable, but they will have a direct stake in the company.

Alternatively, what about suggesting some mentoring that trusted and admired contacts and colleagues can help deliver? Or offering work shadowing or on the job training with a colleague in another department so they can widen their skills, understand the business from a new perspective, and keep things fresh? None of these activities has to be vastly expensive or time consuming, yet they can help make employees feel valued at a critical time, and improve the sense of organisational community. Schemes like these are worthwhile having during any economic climate, and have contributed significantly to Moorhouse's low staff attrition rate and continued success – and it's no coincidence that we are currently one of the few SMEs that is bucking the recession and continuing to recruit and reward good people.

Put motivation and loyalty at the heart of what you do – and be believable

Encouraging motivation, high morale and loyalty should be central to your organisation's culture and strategy. If this has not always been the case, make it so now, but be aware of suddenly unveiling a 'new set of values' - which may smack of insincerity at a sensitive time. However, if you genuinely possess a clear set of new objectives that you can prove you plan to implement and measure stringently, it could boost your key talent. Just bear in mind the following:

It is important to publicly recognise where there may have been room for improvement in the past, and be clear where lessons have been learned and what your plans for the future will really mean, for the business and its valued people
Personally engage with people. Resist the temptation to rely on e-mails, intranets and blogs and the like as communication channels and instead try more meaningful 'one-to-ones', team days or evenings, informal drinks, networking, and knowledge shares. This is something we invest in heavily at Moorhouse, and it plays dividends. Many of our people are ex 'Big Four' firm, where they felt they were a number not a name, and joined us because they wanted to have a voice, recurring contact with the Management Team, and play a role in shaping the future of the business. The regular team events and away days that we make time for - in both tough and prosperous times – ensure we deliver on our promise to give them the contact and chance to contribute that they want, and as a result they are motivated to give us their ongoing dedication and support.
Of course, you'll need to invest significant time and energy to connect with everyone. Barriers of distance and organisational hierarchies must all be overcome to engage the talent you need most at this difficult time. There is no short cut to doing this, but it will be worth it. Design and implement robust processes for communicating and investing in people now – and they'll see you through many more good times and bad.