If an organisation does nothing to address sustainable deployment, the risks quietly mount up. Staff lose their connection to their work, absenteeism rises, talent leaves for competitors, and ultimately organisations are faced with costly, avoidable interventions. This affects both large and small organisations, regardless of sector or size. In this article, we answer the most frequently asked questions about what specifically goes wrong when employability is not prioritised.
What specific consequences does ignoring sustainable employability have for an organisation?
Failing to address sustainable employability leads to a gradual loss of agility, productivity and staff engagement. Organisations that do not have a policy in place for this find that staff are less able to adapt to changing roles, are more likely to become burnt out and are less motivated to contribute to organisational goals. The consequences are far-reaching and affect virtually every aspect of business operations.
In practical terms, organisations that ignore employability face the following problems:
- Employees are performing below their potential because their talents are not being recognised or utilised
- Teams are slow to respond to organisational changes because staff are not prepared for new demands
- The working atmosphere is deteriorating because people are becoming stuck in their roles with no prospects
- Knowledge and experience are lost when staff leave without any investment having been made in knowledge transfer or succession planning
- The organisation becomes vulnerable in the face of economic changes or strategic shifts
What makes these consequences so problematic is that they rarely arise suddenly. They build up over months or even years, until an organisation suddenly realises it is playing catch-up. At that point, it is still possible to take action, but it is considerably more expensive and more drastic than if the issue had been addressed in good time sustainable deployment.
How does the absence of a return-to-work policy affect sickness absence?
A lack of a workforce retention policy significantly increases the risk of long-term sick leave. When employees are not given the opportunity to develop, are unable to make use of their talents and see no prospects for the future, the mental and physical strain of work increases. This increases the likelihood of people taking long-term sick leave due to work-related issues such as stress or a feeling of being stuck.
The link between employability and absenteeism is more direct than many organisations realise. Employees who know what they are capable of, what they want and how they can develop are more resilient. They approach their work with greater energy and are better able to cope with challenges and change. Without this insight, a sense of powerlessness grows, which directly fuels long-term absenteeism.
Organisations that invest in career awareness and personal development find, in practice, that staff feel better about themselves and are less likely to be absent for long periods. Preventing absenteeism therefore does not begin with addressing complaints, but with creating an environment in which people can work with enjoyment and confidence.
What happens to talent if an organisation does not offer opportunities for development?
If an organisation does not offer opportunities for development, talented staff will leave for employers who do. Employees, particularly those with higher national vocational education (HBO) and university qualifications, want to grow. When they realise there is no scope for personal development or career prospects, they start actively looking for alternatives. As a result, the organisation loses precisely the people it needs most.
As well as staff leaving, there is a second, less obvious risk: employees who stay but become disengaged. They do what is asked of them, but no longer contribute the energy and creativity they are capable of. This is also known as ‘quiet quitting’. The employee is physically present, but is no longer truly engaged. For an organisation, this is just as damaging in the long term as staff leaving, because it is difficult to measure and address.
You retain talent by helping people to grow. That doesn’t always mean a promotion or a new role, but it does mean helping them to recognise their own strengths, challenging them and showing them that the organisation believes in them. Without that investment, talented people will ultimately choose to move on – and rightly so.
How does inaction increase the risk of compulsory redundancies and legal costs?
Failure to take action on employability increases the risk of compulsory redundancies, as employees who do not develop in line with the organisation will, at some point, no longer meet the job requirements. If a reorganisation or job change then takes place, there are few alternatives available and a compulsory departure is sometimes unavoidable. This entails considerable costs, both financially and in terms of organisational disruption.
If an employee is made redundant without any investment having ever been made in their development or redeployment, this may create a legal vulnerability. Employers have a duty of care when it comes to supporting employees in the face of changing job requirements. Anyone who fails to fulfil this obligation runs the risk of appeal proceedings, protracted legal processes and reputational damage.
Investing in employability is therefore also a form of risk management. Organisations that work systematically to develop their staff are in a much stronger position when changes occur. They have staff who are adaptable, able to consider alternatives and less likely to find themselves in a situation where forced departure seems the only way out.
When is it too late to take action to improve employability?
It is rarely too late to take action on employability, but the longer an organisation waits, the more limited its options become. When employees have been stuck in a role with no prospects for a long time, or when a reorganisation is already underway, the scope for a gentle and effective approach narrows. Early intervention always offers more possibilities than a delayed response.
The ideal time to start is before any problems arise. An organisation that takes a proactive approach to employability builds up a buffer that protects it against future shocks. But even if the situation is already tense, the same principle applies: it is better to start than to wait. Even at a late stage, the right support and development programmes can help staff find a new direction and function with confidence once again.
The signal to take immediate action is when employees indicate that they are struggling, when roles undergo structural changes, or when the organisation is undergoing a strategic change of direction. These are precisely the moments when employability can no longer be taken for granted, but must become an active focus.
How we help with sustainable employability
At Nieuwkans, we help organisations and employees to treat employability not as an afterthought, but as a cornerstone. Our programme for sustainable employability is fully bespoke and focuses on two essential pillars: self-awareness and an understanding of the labour market.
Specifically, we offer:
- Scientifically based talent scans, including the BrainsFirst methodology, which identifies natural talents and cognitive behavioural preferences through online brain games
- Two interactive sessions which give staff an insight into the organisation’s vision for the future and what this means for their own role and development
- Personalised support, so that every employee learns to anticipate changes in their field of work
- Practical guidance to enhance personal effectiveness and job satisfaction
- Support for the organisation to enable staff to adapt flexibly to the strategy, with the aim of reducing absenteeism, increasing productivity and preventing unnecessary redundancies
Would you like to know how we can support your organisation or staff? Contact us and we’d be happy to discuss which approach best suits your situation.