An exodus of EU workers is on the cards. Employers can stop it from happening, but they need to act quickly

Ask not what your employee can do for you. Ask instead what you can do for your employee.

That’s what employers with staff from the EU27 in Britain should be thinking right now, and as a matter of urgency. If they don’t, they could well lose an awful lot of very valuable people.

A survey of EU skilled workers by law firm Baker McKenzie found that more than half the respondents are making plans to quit the country.

Some 56 per cent stated that they were either “highly likely” or “quite likely” to be on their way out of the UK before the outcome of the Brexit negotiations is known.

Who could blame them, given the contemptible way the British Government has sought to use them as a bargaining chip.

Concerns about future discrimination (some 70 per cent voiced them) are also playing a role, and no wonder given the bellicosity of Brexit backers, and the disgusting incidents of racism on the part of some of their fellow travellers.

Britain must feel like a cold and unwelcoming place to some of our most productive residents, people who make a real contribution to the prosperity of this country and to improving the lives of all those that live here.

The survey, conducted by Opinion Matters among 250 people educated to degree level or above at companies either in the FTSE 250 or with revenues of greater than £50m, suggests that the UK is stoking up a big problem. It already suffers from a substantial skills gap. That could easily turn into a chasm, the damaging effects of which will be with us for years.

Unless, that is, employers take it out of the Government's hands by sorting it out themselves.

The survey found that 55 per cent (notice the correlation with the number planning to leave) of respondents had not been offered any support by their employers, which is shocking given what has been going on. But among those that had, some 94 per cent found it useful.

It might only have amounted to a drop in session where they were told that they were valued, that their employer viewed diversity as important, and that it was willing to provide them with assistance. But that’s the sort of thing that counts.

What people could do with hearing is, I think, something like this: “We know this is a difficult time, but try not to worry. We’ve got your back. We’ll do everything in our power to ensure your rights are protected. You do a great job. We’d like you to continue doing it. If you need any assistance, we’ll do our best to provide it.”

Further support could come by way of sessions on free movement, updates on what the employer knows, steps the employee can take to protect their rights.

It really isn’t that hard, and the goodwill created could pay dividends in a currency far stronger than the weakie pound, in addition to facilitating the retention of bright, talented people who don’t usually find it all that hard to find alternative employment should they feel inclined to look for it.

Any CEO with a large European workforce should, in point of fact, be on the HR department’s case right away or they may find they suffer the consequences. Perhaps, perish the thought, even in terms of a lesser bonus. Losing your best people doesn't typically lend itself to either profits or a rising share price, after all.