Organizations are always looking for new and innovative ways to attract skilled workers. But at a time of low unemployment, organizations also must focus on retaining existing employees. Organizations compete for applicants actively looking for jobs as well as those who have jobs, but could be considering new opportunities on a passive basis.

Add to this mix the results of a Gallup survey that shows only 32 percent of employees are engaged in their jobs. That means 68 percent of the staff could be ripe for picking.

To reduce the risk of employees leaving to accept offers from other organizations, consider ways to create a workplace environment that promotes engagement and loyalty.

Start by evaluating the existing environment. While engagement surveys can help, sometimes it’s more beneficial to speak directly with employees. Engagement can be an issue on every level of an organization. Understanding what drives the workforce helps address issues that decrease engagement and increase the risk of turnover.

Engagement can be identified and defined many ways. But three behaviors offer a way to assess the levels of engagement for employees: what they say, if they stay and if they strive.

What an employee says to those around him or her whether at work or elsewhere offers one way to distinguish those just “working for a paycheck” from those dedicated to what they’re doing.

Employees who stay can be harder to distinguish, although it’s possible to identify those who have opportunities beyond the walls of an organization. These are people you want to stay because they bring value to what the organization does.

Finally, look for employees who strive to improve themselves and the organization. These are people who want to see the organization succeed and have ideas that could help in getting to the next level.

So what do you do to keep employees engaged?

Talk to them. Engagement thrives in an environment where good communication exists.

When all levels of management take the time to engage their teams, they’ll learn what their teams need to succeed. Managers can’t rely on employees to come to them and tell them there’s an issue unless those employees feel a connection with their managers or teams.