By ANNEMARIE FRANCZYK

Service coordinators at Southeast Works have seen their caseloads jump by about 40 percent following a spike in clients and a dramatic Medicaid cut.

And yet, the nonprofit service provider was recognized among Business First's Best Places to Work and won the outstanding employee culture award from the Buffalo Niagara Human Resources Association, both this year.

How can doing more with less foster such a positive environment? The employers who know are those who capitalize on their workers' strengths and recognize their contributions.

The others don't seem to get it, according to some national surveys that indicate many American workers are unhappy. It appears that many employers, absorbed by the effects of the recession on their business, might have squandered employee satisfaction in the process and might pay for it when the economy improves.

According to the MetLife Employee Benefits Trends Study, employers have focused on cost control, cost shifting and maximizing output at the expense of employees, who feel undervalued and stressed out.

The study showed an increase in productivity reported by the employers was not viewed favorably by their workforces. And though there was greater stress at work and home, there was a reduced emphasis on work-life balance. Forty percent of employees report working harder during the past year, yet 25 percent feel less secure in their jobs. They're burned out and hope to be working elsewhere as the economy improves this year.

In a similar survey by the American Psychological Association conducted earlier this year, about 40 percent of employees reported job-related stress because of a lack of opportunities for growth and advancement, heavy workloads, unrealistic job expectations, long hours and inadequate non-monetary rewards and recognition for their contributions.

In an improving economy, employers might be facing an exodus of key workers: One-third expected to look for other job opportunities, according to the APA study.

"Employers realize now that the market is loosening up a bit, they need to keep the people they have," said Rebecca Benaglio of Performance Management Partners Inc., workforce management consultants in Williamsville. "Recognition is a key in employee engagement."

These can be inexpensive and yet creative, such as a handwritten thank you note from management; lunchroom additions of video games or foosball that invite employees to unwind; recognition lunches; and team activities that encourage communication and teamwork - or to just hang out and relax, Benaglio said.

The doing-more-with-less environment, the downsizing and ridding excess capacity that launched the most recent employee satisfaction, is 30 years old, but it has a modern thrust, said Judi Spear, founder of the talent management firm R.V. Rhodes LLC in Buffalo.

"What's driving the change is the global economy, regulations and technology," she said. "Very few people have the luxury of focusing on one or two things. What's different is the speed of change has gotten faster."

The speed of change has become so overwhelming, employers don't know where to start to manage the work and manage the work force effectively. Her advice to employers: Slow down.

"Senior management needs to take a step back and be thoughtful. Step back and slow down, prepare and organize," Spear said. "There are two sayings:

There's never time to do it right, but there's always time to do it over. And to go fast, you must first go slow. "

She said bosses should ask themselves: What business are we in? What are we trying to accomplish? How do we measure that? What roles do we need? Who are the best people?

Today's companies have greater assessment tools to better match workers' skills and personalities with appropriate tasks. A worker assessment Spear uses is the Workplace Big Five Profile, which ties personality to workplace activities that employees would find interesting and energizing.

It's kinder to put people into a role that allows them to use their gifts, experiences, skills and preferences "than watch them struggle in a role they don't like," she said.

Southeast Works worked with RV Rhodes while creating the environment that prompted the workplace honors earlier this year. The organization provides residential and other services to 200 developmentally disabled adults, up from 150 two years ago. It was dealt a blow when the state cut funding to its Medicaid service coordination department by 18 percent.

At one point, Southeast Works had a senior staff of five when revenues were $2 million. Today there are seven senior staff members and revenues are $12.5 million. Total employment is 260.

CEO Judy Shanley said the challenge was to expect more from employees and recognize their contributions while continuing to be an effective provider.

"Even though the rate when down," Shanley said, "revenues went up because we were accepting changes and there was a culture of creativity."

Annemarie Franczyk is a frequent contributor.