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  • AngelleScottLeger RUNNINGHEAD:RECOMMENDATIONREPORT1

    EmployeeEngagement:Goals,Strategies,and

    Outcomes

    RecommendationReport

    PreparedbyAngelleScottLeger,TechnicalWriter

    3/1/2016

  • AngelleScottLeger RECOMMENDATIONREPORT2

    LetterofTransmittalTo: HumanResourcesandUpperLevelManagement

    CompanyXFrom: AngelleScottLeger,TechnicalWriter

    AngelleScottLegerConsultingServices Date: 2/28/2016Re: LetterofTransmittalDearCompanyXStaff:Attachedyouwillfindthereportforourstudy,EmployeeEngagement:Goals,Strategies,andOutcomes.TheDirectorofHumanResourcescommissionedandauthorizedthereport.Thereportcomprisestheresultsofthetasksdescribedinthestudyproposal:surveyingemployeesregardingemployeeengagementbefore,during,andafterthestudyperiodimplementingseveralstrategiesforemployeeengagementduringthestudyperiod(oneyear),andanalyzingthedatacollectedfromthesurveys.Tocompletethesetasks,Ididprimaryandsecondaryresearch.TheprimaryresearchconsistedofdesigningsurveystocollectemployeeengagementinformationfromtheemployeesatCompanyX.Thesecondaryresearchcamefromacademicjournals,tradepublications,andtradewebsites.Aftertheresearch,IworkedwiththeHumanResourcesdepartmenttoanalyzethedatawecollected.Thepurposeofthereportincludesanalyzingemployeeengagementdataandproposingstrategiestoboostengagement.Thegoalistoachievetheemployeeengagementoutcomesoutlinedinthereport.Thecontentoftheattachedreportincludesresearch,researchmethods,adescriptionoftheproblem,dataanalysis,proposedsolutions.Informationabouttheproductionofthereportisalsoincludedinthebodyofthereport.Ifyouwouldlikefurtherinformationordiscussiononthesubject,pleasedonothesitatetocontactme.Best,AngelleScottLeger

  • AngelleScottLeger RECOMMENDATIONREPORT3

    Abstract

    Thisrecommendationreportreviewsbackgroundliteratureonemployeeengagementstrategies,specifiesgoalsandoutcomes,andoutlinesstrategiesthataparticularcompany,CompanyX,mayemployinordertoboostemployeeengagement.Theliteraturesuggeststhatusingthesestrategiestoincreaseengagementshouldhelptoreduceturnoverandincreaseproductivitylevels.Therecommendationreportoutlinestheresearchmethodsusedtoprovidesupporttotheproposedpolicyrecommendations.

  • AngelleScottLeger RECOMMENDATIONREPORT4

    TableofContents

    EmployeeEngagement:Goals,Strategies,andOutcomesLetterofTransmittalAbstractTableofContentsExecutiveSummaryIntroduction:Background,Objectives,andtheMainGoal

    A.Background:EmployeeEngagementB.PsychologicalMeaningfulnessandSafetyatWorkC.SocialExchangeTheoryandFeedbackD.ObjectivesandGoals

    MethodsProposedTasksMetrics

    LongSurveysShortSurveysFrequencyofSurveys

    ResultsRecommendations:StrategiesforEmployeeEngagement

    Table1.StrategiesandCorrespondingObjectivesforIncreasingEmployeeEngagement.

    Conclusion:OutcomesAppendix

    ProjectScheduleChart1:ProjectTimeline.

    ResourcesBudget:FinalChart2.Budget.

    References

  • AngelleScottLeger RECOMMENDATIONREPORT5

    ExecutiveSummary

    ThisreportaimstoaddresstheemployeeengagementproblematCompanyX.Priorto

    theinceptionofthisproject,turnoverwashighatCompanyX,sometimesashighas30%over

    thecourseofayear.TheDirectorofHumanResourcescommissionedareportonhowto

    improveemployeeengagementatCompanyX.Thisistherecommendationreport,whichwill

    covertheresultsoftheresearch,theconclusionsdrawnfromtheresearchdata,the

    recommendations,andwhatallofthismeansforthemanagersatthecompany.

    Theresultsoftheresearchindicatethatemployeesbecomemoreengagedwiththe

    companywhenthefollowingcriteriaaremet:

    employeesreceivesupportandfeedbackfromtheirsupervisorsormanagers

    thecompanyinvestsinemployeesasmuchasemployeesinvestinthecompany,

    intermsofprofessionaldevelopmentandrewardsforgoodwork

    employeesfitwellintothecompanysculture.

    Therefore,weconcludethatthesolutionsshouldaimtoaddresstheseoutcomes.CompanyX

    shouldusestrategiesthathaveworkedwellforothercompaniesofsimilarsizeandstature.

    Asaresult,therecommendationsthatwemakeinclude:

    developingregularfeedbackandcommunicationchannels,bothtopdownand

    bottomup

    developingprofessionaldevelopmentandsupportprograms

    developingahiringprocesstoensureculturalfit

    definingaclearcompanyculturestatementandmaterialsthatcommunicateit

    well.

  • AngelleScottLeger RECOMMENDATIONREPORT6

    Themanagersroleintheimplementationofthesesystemicchangesistosupport

    HumanResourceseffortsbyassistingintheimplementation,bycommunicatingandgiving

    feedbackfrequently,andbysupportingtheirreportsintheirprofessionaldevelopmentgoals.

    I. Introduction:Background,Objectives,andtheMainGoal

    AsaconsultanttoCompanyXshumanresourcesoffice,Ihavebeenbroughtonto

    assistwithanalyzingemployeeengagementandwithproposingstrategiestoboost

    engagement.Iwilldelivermyspecificrecommendationsregardingstrategiestoincrease

    engagementlaterinthisreport.Thereisaclearlackofengagement,asturnoveris15%yearly

    throughoutthecompanyoverall,withsomedepartmentshavingturnoverashighas38%overa

    yearlongperiod.Theoverarchinggoalistoimproveemployeeengagementby10%by

    implementingthesuggestedstrategies.Thiswillreduceturnover,improvequalityofworklife,

    andincreaseefficiency.

    A.Background:EmployeeEngagement

    Employeeengagementisessentialtothesuccessofacompany.Employee

    engagementcanbedefinedasadistinctanduniqueconstructthatconsistsofcognitive,

    emotional,andbehavioralcomponentsthatareassociatedwithindividualroleperformance

    (Saks,2006,p.602).Foroptimalengagement,employeesshouldfitinwiththecompany

    culture,andthisshouldbeassessedduringtheinitialinterviewsandatregularfeedback

    sessionsafterhiring.Whenemployeesareengaged,theyarehappy,andtheyenjoyworkingin

    fact,studiesshowthatengagedemployeesdonotfeelempty,andthusthereisacorrelation

    betweenflourishingindividualsandengagedemployees(Hazelton,2014,p.35).

  • AngelleScottLeger RECOMMENDATIONREPORT7

    B.PsychologicalMeaningfulnessandSafetyatWork

    Onestudyfoundthatpsychologicalmeaningfulness(whichincludesjobenrichment

    androlefit)(Saks,2006,p.602)andpsychologicalsafety(whichincludessupportive

    supervisorrelations)arenecessaryforaworkertobehappyandengagedwithwork(Saks,

    2006,p.605).Whenpeopleenjoytheworkthattheydoandfindtheirworkmeaningful,theyare

    morelikelytoputmoreeffortintotheirwork.Also,whenemployeesgetalongwiththeir

    colleagues,theyaremorelikelytostayatthecompanyandstayfocusedontheirwork,rather

    thanonfeelingsofisolationorhostilityintheworkplace.Whenemployeesreceivefinancial

    incentivesandotherformsofrecognitionfortheirworkfromtheirsupervisors,employee

    engagementcanincrease.Whensupervisorsprovidesupportandprofessionaldevelopment

    opportunitiesandorganizationsprovidemanagementtrainingtomanagers,employeeswillfeel

    liketheyaremeaningfultothecompanyandtheywillreciprocatewithengagement(Graziano,

    2016).Wheninternalcommunicationsaremadetransparentandavailabletoall,employeesfeel

    trustedandinformedtherefore,engagementandretentioncanincrease(Tomlinson,2010,p.

    31).

    C.SocialExchangeTheoryandFeedback

    BrianLaFlecheofVisionCriticalrecommendsaskingforemployeeinputmore

    frequentlyandmoreconsistentlyandmakinggivingfeedbackmoreengagingactivitytogeta

    bettergaugeofemployeeengagementandtomakethesurveyingprocessintoanengagement

    activityofsorts(2016).Intermsofthesocialexchangetheory,engagementisawayforworkers

    torepaytheirorganization,asrelationshipsevolvefromemployeesprovidinghardworkin

    exchangefortheaforementionedresourcesfromtheorganization(Saks,2006,p.603).

  • AngelleScottLeger RECOMMENDATIONREPORT8

    Employeeretentionhelpscompaniestorecouptheirhiringcostsandmakeareturnontheir

    investmentinhumancapital(LaFleche,2016).

    D.ObjectivesandGoals

    Asaformeremployeeinadepartmentthathadsignificantturnoverduringmythreeyear

    tenurethere,Idevelopedmyowntheoriesaboutwhatwouldmakeemployeesengagedwith,as

    wellascommittedto,theirorganizationsandpositions.Inspiredbypastexperiencesandfueled

    byrecentextensiveresearch,Ihavedraftedaproposalforthisorganization.Irecommendthat

    theorganizationsetspecificshorttermobjectivesthatwillleadtoachievingthegoal(or

    outcome)ofincreasedemployeeengagement.Theobjectivesthattheorganizationshould

    worktoachieveincludethefollowing:

    A. toincreasecommunicationandfeedbackopportunities,includingbothtopdown

    feedbackandviceversa

    B. toincreaseprofessionaldevelopmentopportunities,orinvestmentinhuman

    capital

    C. toimplementasystemofemployeerecognitionandrewards

    D. toensurethatnewhiresfitwiththecompanycultureandwiththeroleforwhich

    theyarehired(tothebestofourabilities)

    Thisreportwillreviewtheresearchmethods,proposedtasks,projectschedule,metrics,results,

    outcomes,resources,budget,andreferencesusedtopreparethisreport.

    II. Methods

    ThisprojectbeganwithinterviewingtheHumanResourcesstaffandupperlevel

    managementaboutemployeeengagementandretentionlevelsatCompanyXanddiscussing

  • AngelleScottLeger RECOMMENDATIONREPORT9

    theiroverarchinggoals.Ibeganmyresearchbyreadingmultiplearticlesonwebsitesandin

    academicresearchdatabasesaboutemployeeengagementandretention,sothatIcould

    developbackgroundknowledgeaboutthetopic.Tocompletethisproject,Iperformedthe

    followingtasks:

    conferredwithHumanResourcesandupperlevelmanagementregardingthespecific

    employeeengagementobjectivesforCompanyX

    observedandassessedtheemployeeengagementlevelsatCompanyXviaaninitial

    researchedemployeeengagementmethodsandsolutionsviapeerreviewedacademic

    journals(suchasHumanResourceManagementInternationalDigest andJournalof

    ManagerialPsychology )andresearchbasedwebsites(suchastheHarvardBusiness

    Review andmarketresearch/surveybasedcompanywebsites)

    alignedemployeeengagementobjectiveswithengagementmethods

    observedtheimplementationoftheengagementmethods

    assessedtheemployeeresponsetoemployeeengagementmethodsviasurvey,

    postimplementationofengagementmethods

    analyzedthesurveyresultdata

    compileddataanalysesandpreparedthisrecommendationreport

    III. ProposedTasksA. Topresentextensivefeedbackandreportingopportunities

    B. Toprovideprofessionaldevelopmentopportunities

    C. Toawardnonfinancialincentivesforgoodwork

    D. Toreviseandimprovehiringmethodsandcompanyculturefit

  • AngelleScottLeger RECOMMENDATIONREPORT10

    IV. MetricsA. LongSurveys

    Thesurveysusedtogatherdatafromemployeesatthebeginning,themiddle,

    andtheendoftheresearchperiodarestructuredasfollows:

    1. 10questions,with2questionsmappedtoeachobjectivelistedinsection

    VIofthisreport,andablankspaceforcommentsattheend

    2. QuantitativeresponsesaremeasuredontheLikertscale

    B. ShortSurveys

    Shortsurveysaresentouttomeasuretheresponsetothespecificstrategies

    shortlyaftereachrolloutandtheyarestructuredasfollows:

    1. 2questions,withonequestionaskingaboutaresponsetothestrategy

    andaquestionaskingwhetherthisissomethingweshouldcontinueor

    notablankspaceforcommentsisincludedattheend

    C. FrequencyofSurveys

    Thesurveysshouldbecompletedatcriticalpointsintheimplementationprocess:

    1. initialbaselinesurveyatthebeginningoftheresearchperiod

    2. midpointsurveyatthehalfwaypointoftheresearchperiod

    3. finalsurveyattheendoftheresearchperiod

    4. minisurveysaftertherolloutofeachstrategy

    V. Results

    A. Thechiefoutcomeforthisproject,orinitiative,istoimproveemployee

    engagementviaimplementingtheaforementionedstrategiesatthisorganization

  • AngelleScottLeger RECOMMENDATIONREPORT11

    byatleast10%.Theactualoutcomeoftheprojectisthatperceivedemployee

    engagementhasincreasedby11%.

    B. Employeesrespondedwelltoeachoftheinitiatives,buttheyresponded

    particularlywelltothecommunicationandtheprofessionaldevelopment

    initiatives.Employersdemonstratingloyaltytotheiremployeesbyguidingthem

    viacommunicationandbyinvestingresourcesingrowingtheiremployees

    skillsetsengenderedreciprocalemployeeloyaltytothecompany,accordingto

    manyofthesurveyrespondents.

    C. Theresultsofthecompanyculturefitmarketingandhiringchangeswillbecome

    moreevidentovertime,astherewasonlyonenewhireduringtheyear,andthat

    istoosmallasampletomeasure.

    VI. Recommendations:StrategiesforEmployeeEngagement

    Theorganizationmustemploystrategiesthatareinalignmentwitheachobjectivein

    ordertoachievethestatedoutcome(employeeengagement).Thesestrategiescomein

    theformofcompanypoliciesandpractices.Thetablebelowoutlinesthestrategiesand

    theobjectivestowhichtheycorrespond.

    Table1.StrategiesandCorrespondingObjectivesforIncreasingEmployee

    Engagement.

    Objectives Strategies

    A. Toincreasecommunicationandfeedbackopportunities,includingbothtopdownfeedbackandvice

    Institutemonthlyreportingforallofficesandallowallemployeesaccesstothisreportingfor

  • AngelleScottLeger RECOMMENDATIONREPORT12

    versa transparencyconcerningcompanydecisions.

    Institutequarterlyperformancereviews.

    B. Toincreaseprofessionaldevelopmentopportunities,orinvestmentinhumancapital

    Apportionpartofthebudgettofundingformanagementtraining,andfurtherformalschooling

    Createindividualdevelopmentplansbasedondiscussionsafterquarterlyperformancereviews

    C. Toimplementasystemofemployeerecognitionandrewards

    Instituteapolicywherebyemployeescanearnextravacationtimecontingentuponcompletionofacertainactivity

    D. Toimprovefitintermsofthecompanyculture,jobrole,andthesupervisor/employeerelationship(personalityfit)fornewhires(tothebestofourabilities)

    Createastandardlistofquestionsfromwhichinterviewerscanchoosetouseduringtheinterview.

    Providematerials(suchasaPDFbrochuredownload)thatdefinethecompanysculturebeforeinterviewstopotentialemployees

    VII. Conclusion:Outcomes

    Ayearofstudyingemployeereactionstochangesintheworkplacedoesnotprovide

    sufficientdatatoguidefutureactions.Asworkerscomeandgofromthecompany,the

    workforcesneedswillchange.Severalofthesestrategiesarelowtonocostandhavelittle

    impactonthebottomline,butahugeimpactonemployeessatisfactionwiththeirroleswithin

    thecompany.CompanyXshouldkeepinmindthatcompaniesmusthonethethreeelements

    thatwillmotivateandexciteemployeesthroughouttheirorganization:communicateclearlyand

    conciselylistentofeedbackandtakeactionandrecognizeknowledgeandexpertise

    http://www.1to1media.com/view.aspx?DocID=35620

  • AngelleScottLeger RECOMMENDATIONREPORT13

    (Papachristos,2016).Inthefuture,CompanyXcanaskforstafffeedbackaboutengagement

    activitiesbeforecreatingandimplementingthem.

    VIII. Appendix

    A. ProjectSchedule

    Chart1:ProjectTimeline.

    Task

    Task1:Createasurvey(tobeadministeredthreetimesduringtheproject)

    Task2:Establishbaselinebyadministeringemployeeengagementsurveyandcollectingdata

    Task3:Implementstrategy1

    Task4:Implementstrategy2

    Task5:Administermidwayemployeeengagementsurveyandanalyzeprogressandfeedbackdata

    Task6:Implementstrategy3

    Task7:Implementstrategy4

    Task8:Administerfinalemployeeengagementsurvey

  • AngelleScottLeger RECOMMENDATIONREPORT14

    Task9:Analyzedatabycomparinginitialresultswithfinalresults

    Task10:Preparereportonfindings

    2/15 2/22 2/29 3/7 3/14 3/21 3/28 4/4 4/11 4/18

    B. Resources

    1. Personnel:managementstaff,dataanalyst,surveydesigner,HRstaff,

    CEO,technicalwriter,graphicdesigner(independentcontractor)

    2. Facilities:theorganizationscampusbuilding

    3. Equipment:surveysoftware,dataanalysissoftware,paperformsfor

    individualdevelopmentreviews

    4. Time:seetheprojecttimeline

    5. Researchresources:CSUDHLibrarysonlineacademicresearch

    databasesandreferencebooks

    6. Financialresources:Fundsforincentiveandprofessionaldevelopment

    programs

    7. Electronicsurveyswithdataanalysiscapabilitiesbuiltin

    8. Deliverable:theprojectreport

    C. Budget:FinalCosts

    Thebudgetisforthecompletionoftheprojectproposal,theprojectimplementation,and

    theprojectrecommendationreport.

  • AngelleScottLeger RECOMMENDATIONREPORT15

    Chart2.Budget.

    Item Cost($) TotalHours EstimatedTotalCost($)

    TechnicalWriterServices

    $35.00perhour 100 $3,500

    Surveysoftware/SurveyMonkey

    $90.00 n/a $90.00

    Incentiveandprofessionaldevelopmentprograms

    $50,000 n/a $50,000

    Graphicdesignerservices(forcompanyculturematerials)

    $50perhour 100 $5,000

    Humanresourcesconsultants(2)

    $50.00perhourperconsultant

    100 $10,000.00

    Humanresourcesstaff(datacollectionandanalysis)*

    100

    Managerialstaffandexemptstaff(reporting)*

    100

    Total $68,590.00

    *Staffisalreadysalariedandthesedatacollection,analysis,andreportingtasksarepartoftheir

    job,sonoextrafinancialbudgetisallottedforthem.

  • AngelleScottLeger RECOMMENDATIONREPORT16

    D. References

    Graziano,M.6mythsofemployeeengagement[Weblogpost].Retrievedfrom

    http://researchcareersblog.com/2016/02/23/6mythsofemployeeengagement/

    Hazelton,S.Positiveemotionsboostemployeeengagement.HumanResourceManagement

    InternationalDigest 22.1(2014):3437.

    LaFleche,Brian.(2016,February1).Theannualemployeeengagementsurveyisdead.Heres

    abetterapproach[Weblogpost].Retrieved

    fromhttps://www.visioncritical.com/annualemployeeengagementsurvey/

    Papachristos,Anna.(2016,February18).Exploretheinnerworkingsoftheemployeemind

    [Web logpost].Retrievedfrom

    http://www.1to1media.com/view.aspx?docid=35707&sf21137415=1

    Porath,C.(2016,February3).Howtoavoidhiringatoxicemployee[Weblogpost].Retrieved

    fromhttps://hbr.org/2016/02/howtoavoidhiringatoxicemployee

    Saks,A.M.Antecedentsandconsequencesofemployeeengagement.JournalofManagerial

    Psychology 21.7(2006):600619.

    Tomlinson,G.Buildingacultureofhighemployeeengagement.StrategicHRReview 9.3

    (2010):2531.

    http://researchcareersblog.com/2016/02/23/6-myths-of-employee-engagement/#sthash.xq4NpEsX.dpbshttps://www.visioncritical.com/annual-employee-engagement-survey/http://www.1to1media.com/view.aspx?docid=35707&sf21137415=1https://hbr.org/2016/02/how-to-avoid-hiring-a-toxic-employee