Every time we review workforce topics these days one theme is prevalent throughout – talent pipeline, high-performing, employee recognition, high-potential strategy, high engagement, employee performance, employee engagement, succession planning – it all seems to run together but employees are people not things – enough said!

Business leaders may be out of step with what really matters as they continue to look for answers to the never ending cycle of hiring, engaging and retaining high-potential, high-performing talents. Every year companies spend millions to try to bring stability to the workforce but are not realizing their ROI as employees leave anyway. Why?

I would submit to you that the energy from resources would be better spent on developing trust which breeds loyalty between the business leader and the employee. A common sentiment echoed in conversations and surveys alike is that loyalty is a direct consequence of a trusting relationship. Of course, loyalty as a derivative of trust is guided by an atmosphere free of conflict and inequity. A November, 2011 Forbes article on leadership wrote that 70 percent of employees hate their jobs. That may very well be you.

It is apparent managers have misread the disengagement of employees as them needing more perks – gas cards, jeans days and the list goes on. But these perks did not prevent once highly engaged employees from “clocking-out” and voluntarily leaving. In the Executive Summary on Stephen M.R. Covey book, The Speed of Trust, speaking on organizational trust it states, “Turnover is a huge business expense and trust tax. Performers like to work in a high trust environment. When they’re not trusted, it’s insulting to them, and a significant number will ultimately seek employment where they’re trusted.”

What employees really want is to feel their worth and work towards a higher purpose. The major underlying contributing factor for disengagement is found to be lack of communication – one-on-one face time building that trust relationship. Spending the time to find out what the employee needs and communicating what the company wants in return for concertedly affecting those needs, can add millions to the bottom line. That is time well spent!

Borrowing from Dr. Covey, Principle of Credibility, when employees evaluate the leader’s character, that is, integrity and intent, as well as the leader’s competence, that is, capabilities and track record on delivering results, it goes a long way. Employees will very quickly develop trust for that leader resulting in highly engaged performance and a true talent pipeline of trust and loyalty, a win-win situation all around.

Neguiel Francis is a workforce analyst with the DFWHC Foundation and can be reached at nfrancis@dfwhcfoundation.org