Angelle Scott Leger RUNNING HEAD: RECOMMENDATION REPORT 1

Employee Engagement: Goals, Strategies, and

Outcomes

Recommendation Report

Prepared by Angelle Scott Leger, Technical Writer

3/1/2016

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Letter of Transmittal To: Human Resources and Upper­Level Management

Company X From: Angelle Scott Leger, Technical Writer

Angelle Scott Leger Consulting Services Date: 2/28/2016 Re: Letter of Transmittal Dear Company X Staff: Attached you will find the report for our study, “Employee Engagement: Goals, Strategies, and Outcomes.” The Director of Human Resources commissioned and authorized the report. The report comprises the results of the tasks described in the study proposal: surveying employees regarding employee engagement before, during, and after the study period; implementing several strategies for employee engagement during the study period (one year), and analyzing the data collected from the surveys. To complete these tasks, I did primary and secondary research. The primary research consisted of designing surveys to collect employee engagement information from the employees at Company X. The secondary research came from academic journals, trade publications, and trade websites. After the research, I worked with the Human Resources department to analyze the data we collected. The purpose of the report includes analyzing employee engagement data and proposing strategies to boost engagement. The goal is to achieve the employee engagement outcomes outlined in the report. The content of the attached report includes research, research methods, a description of the problem, data analysis, proposed solutions. Information about the production of the report is also included in the body of the report. If you would like further information or discussion on the subject, please do not hesitate to contact me. Best, Angelle Scott Leger

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Abstract

This recommendation report reviews background literature on employee engagement strategies, specifies goals and outcomes, and outlines strategies that a particular company, Company X, may employ in order to boost employee engagement. The literature suggests that using these strategies to increase engagement should help to reduce turnover and increase productivity levels. The recommendation report outlines the research methods used to provide support to the proposed policy recommendations.

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Table of Contents

Employee Engagement: Goals, Strategies, and Outcomes Letter of Transmittal Abstract Table of Contents Executive Summary Introduction: Background, Objectives, and the Main Goal

A. Background: Employee Engagement B. Psychological Meaningfulness and Safety at Work C. Social Exchange Theory and Feedback D. Objectives and Goals

Methods Proposed Tasks Metrics

Long Surveys Short Surveys Frequency of Surveys

Results Recommendations: Strategies for Employee Engagement

Table 1. Strategies and Corresponding Objectives for Increasing Employee Engagement.

Conclusion: Outcomes Appendix

Project Schedule Chart 1: Project Timeline.

Resources Budget: Final Chart 2. Budget.

References

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Executive Summary

This report aims to address the employee engagement problem at Company X. Prior to

the inception of this project, turnover was high at Company X, sometimes as high as 30% over

the course of a year. The Director of Human Resources commissioned a report on how to

improve employee engagement at Company X. This is the recommendation report, which will

cover the results of the research, the conclusions drawn from the research data, the

recommendations, and what all of this means for the managers at the company.

The results of the research indicate that employees become more engaged with the

company when the following criteria are met:

employees receive support and feedback from their supervisors or managers

the company invests in employees as much as employees invest in the company,

in terms of professional development and rewards for good work

employees fit well into the company’s culture.

Therefore, we conclude that the solutions should aim to address these outcomes. Company X

should use strategies that have worked well for other companies of similar size and stature.

As a result, the recommendations that we make include:

developing regular feedback and communication channels, both top­down and

bottom­up

developing professional development and support programs

developing a hiring process to ensure cultural fit

defining a clear company culture statement and materials that communicate it

well.

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The manager’s role in the implementation of these systemic changes is to support

Human Resource’s efforts by assisting in the implementation, by communicating and giving

feedback frequently, and by supporting their reports in their professional development goals.

I. Introduction: Background, Objectives, and the Main Goal

As a consultant to Company X’s human resources office, I have been brought on to

assist with analyzing employee engagement and with proposing strategies to boost

engagement. I will deliver my specific recommendations regarding strategies to increase

engagement later in this report. There is a clear lack of engagement, as turnover is 15% yearly

throughout the company overall, with some departments having turnover as high as 38% over a

year­long period. The overarching goal is to improve employee engagement by 10% by

implementing the suggested strategies. This will reduce turnover, improve quality of work life,

and increase efficiency.

A. Background: Employee Engagement

Employee engagement is essential to the success of a company. Employee

engagement can be defined as “a distinct and unique construct that consists of cognitive,

emotional, and behavioral components that are associated with individual role performance”

(Saks, 2006, p. 602). For optimal engagement, employees should fit in with the company

culture, and this should be assessed during the initial interviews and at regular feedback

sessions after hiring. When employees are engaged, they are happy, and they enjoy working; in

fact, studies show that “engaged employees do not feel empty, and thus there is a correlation

between flourishing individuals and engaged employees” (Hazelton, 2014, p. 35).

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B. Psychological Meaningfulness and Safety at Work

One study found that “psychological meaningfulness” (which includes “job enrichment

and role fit”) (Saks, 2006, p. 602) and “psychological safety” (which includes “supportive

supervisor relations”) are necessary for a worker to be happy and engaged with work (Saks,

2006, p. 605). When people enjoy the work that they do and find their work meaningful, they are

more likely to put more effort into their work. Also, when employees get along with their

colleagues, they are more likely to stay at the company and stay focused on their work, rather

than on feelings of isolation or hostility in the workplace. When employees receive financial

incentives and other forms of recognition for their work from their supervisors, employee

engagement can increase. When supervisors provide support and professional development

opportunities and organizations provide management training to managers, employees will feel

like they are meaningful to the company and they will reciprocate with engagement (Graziano,

2016). When internal communications are made transparent and available to all, employees feel

trusted and informed; therefore, engagement and retention can increase (Tomlinson, 2010, p.

31).

C. Social Exchange Theory and Feedback

Brian LaFleche of Vision Critical recommends “asking for employee input more

frequently and more consistently” and making giving feedback more engaging activity to get a

better gauge of employee engagement and to make the surveying process into an engagement

activity of sorts (2016). In terms of the social exchange theory, engagement is a way for workers

to “repay their organization,” as relationships evolve from employees providing hard work in

exchange for the aforementioned “resources” from the organization (Saks, 2006, p. 603).

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Employee retention helps companies to recoup their hiring costs and make a return on their

investment in human capital (LaFleche, 2016).

D. Objectives and Goals

As a former employee in a department that had significant turnover during my three­year

tenure there, I developed my own theories about what would make employees engaged with, as

well as committed to, their organizations and positions. Inspired by past experiences and fueled

by recent extensive research, I have drafted a proposal for this organization. I recommend that

the organization set specific short­term objectives that will lead to achieving the goal (or

outcome) of increased employee engagement. The objectives that the organization should

work to achieve include the following:

A. to increase communication and feedback opportunities, including both top­down

feedback and vice versa

B. to increase professional development opportunities, or investment in human

capital

C. to implement a system of employee recognition and rewards

D. to ensure that new hires fit with the company culture and with the role for which

they are hired (to the best of our abilities)

This report will review the research methods, proposed tasks, project schedule, metrics, results,

outcomes, resources, budget, and references used to prepare this report.

II. Methods

This project began with interviewing the Human Resources staff and upper­level

management about employee engagement and retention levels at Company X and discussing

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their overarching goals. I began my research by reading multiple articles on websites and in

academic research databases about employee engagement and retention, so that I could

develop background knowledge about the topic. To complete this project, I performed the

following tasks:

conferred with Human Resources and upper­level management regarding the specific

employee engagement objectives for Company X

observed and assessed the employee engagement levels at Company X via an initial

researched employee engagement methods and solutions via peer­reviewed academic

journals (such as Human Resource Management International Digest and Journal of

Managerial Psychology ) and research­based websites (such as the Harvard Business

Review and market research/survey­based company websites)

aligned employee engagement objectives with engagement methods

observed the implementation of the engagement methods

assessed the employee response to employee engagement methods via survey,

post­implementation of engagement methods

analyzed the survey result data

compiled data analyses and prepared this recommendation report

III. Proposed Tasks A. To present extensive feedback and reporting opportunities

B. To provide professional development opportunities

C. To award non­financial incentives for good work

D. To revise and improve hiring methods and company culture fit

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IV. Metrics A. Long Surveys

The surveys used to gather data from employees at the beginning, the middle,

and the end of the research period are structured as follows:

1. 10 questions, with 2 questions mapped to each objective listed in section

VI of this report, and a blank space for comments at the end

2. Quantitative responses are measured on the Likert scale

B. Short Surveys

Short surveys are sent out to measure the response to the specific strategies

shortly after each rollout and they are structured as follows:

1. 2 questions, with one question asking about a response to the strategy

and a question asking whether this is something we should continue or

not; a blank space for comments is included at the end

C. Frequency of Surveys

The surveys should be completed at critical points in the implementation process:

1. initial baseline survey at the beginning of the research period

2. midpoint survey at the halfway point of the research period

3. final survey at the end of the research period

4. mini­surveys after the rollout of each strategy

V. Results

A. The chief outcome for this project, or initiative, is to improve employee

engagement via implementing the aforementioned strategies at this organization

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by at least 10%. The actual outcome of the project is that perceived employee

engagement has increased by 11%.

B. Employees responded well to each of the initiatives, but they responded

particularly well to the communication and the professional development

initiatives. Employers demonstrating loyalty to their employees by guiding them

via communication and by investing resources in growing their employees’

skillsets engendered reciprocal employee loyalty to the company, according to

many of the survey respondents.

C. The results of the company culture fit marketing and hiring changes will become

more evident over time, as there was only one new hire during the year, and that

is too small a sample to measure.

VI. Recommendations: Strategies for Employee Engagement

The organization must employ strategies that are in alignment with each objective in

order to achieve the stated outcome (employee engagement).These strategies come in

the form of company policies and practices. The table below outlines the strategies and

the objectives to which they correspond.

Table 1. Strategies and Corresponding Objectives for Increasing Employee

Engagement.

Objectives Strategies

A. To increase communication and feedback opportunities, including both top­down feedback and vice

Institute monthly reporting for all offices and allow all employees access to this reporting for

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versa transparency concerning company decisions.

Institute quarterly performance reviews.

B. To increase professional development opportunities, or investment in human capital

Apportion part of the budget to funding for management training, and further formal schooling

Create individual development plans based on discussions after quarterly performance reviews

C. To implement a system of employee recognition and rewards

Institute a policy whereby employees can earn extra vacation time contingent upon completion of a certain activity

D. To improve fit in terms of the company culture, job role, and the supervisor/employee relationship (personality fit) for new hires (to the best of our abilities)

Create a standard list of questions from which interviewers can choose to use during the interview.

Provide materials (such as a PDF brochure download) that define the company’s culture before interviews to potential employees

VII. Conclusion: Outcomes

A year of studying employee reactions to changes in the workplace does not provide

sufficient data to guide future actions. As workers come and go from the company, the

workforce’s needs will change. Several of these strategies are low­to­no cost and have little

impact on the bottom line, but a huge impact on employees’ satisfaction with their roles within

the company. Company X should keep in mind that “companies must hone the three elements

that will motivate and excite employees throughout their organization: communicate clearly and

concisely; listen to feedback and take action; and recognize knowledge and expertise”

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(Papachristos, 2016). In the future, Company X can ask for staff feedback about engagement

activities before creating and implementing them.

VIII. Appendix

A. Project Schedule

Chart 1: Project Timeline.

Task

Task 1: Create a survey (to be administered three times during the project)

Task 2: Establish baseline by administering employee engagement survey and collecting data

Task 3: Implement strategy 1

Task 4: Implement strategy 2

Task 5: Administer midway employee engagement survey and analyze progress and feedback data

Task 6: Implement strategy 3

Task 7: Implement strategy 4

Task 8: Administer final employee engagement survey

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Task 9: Analyze data by comparing initial results with final results

Task 10: Prepare report on findings

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

B. Resources

1. Personnel: management staff, data analyst, survey designer, HR staff,

CEO, technical writer, graphic designer (independent contractor)

2. Facilities: the organization’s campus building

3. Equipment: survey software, data analysis software, paper forms for

individual development reviews

4. Time: see the project timeline

5. Research resources: CSUDH Library’s online academic research

databases and reference books

6. Financial resources: Funds for incentive and professional development

programs

7. Electronic surveys with data analysis capabilities built in

8. Deliverable: the project report

C. Budget: Final Costs

The budget is for the completion of the project proposal, the project implementation, and

the project recommendation report.

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Chart 2. Budget.

Item Cost ($) Total Hours Estimated Total Cost ($)

Technical Writer Services

$35.00 per hour 100 $3,500

Survey software/ SurveyMonkey

$90.00 n/a $90.00

Incentive and professional development programs

$50,000 n/a $50,000

Graphic designer services (for company culture materials)

$50 per hour 100 $5,000

Human resources consultants (2)

$50.00 per hour per consultant

100 $10,000.00

Human resources staff (data collection and analysis)*

­ 100 ­

Managerial staff and exempt staff (reporting)*

­ 100 ­

Total $68,590.00

*Staff is already salaried and these data collection, analysis, and reporting tasks are part of their

job, so no extra financial budget is allotted for them.

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D. References

Graziano, M. 6 myths of employee engagement [Web log post]. Retrieved from

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

Hazelton, S. Positive emotions boost employee engagement. Human Resource Management

International Digest 22.1 (2014): 34­37.

LaFleche, Brian. (2016, February 1). The annual employee engagement survey is dead. Here’s

a better approach [Web log post]. Retrieved

from https://www.visioncritical.com/annual­employee­engagement­survey/

Papachristos, Anna. (2016, February 18). Explore the inner workings of the employee mind

[Web log post]. Retrieved from

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

Porath, C. (2016, February 3). How to avoid hiring a toxic employee [Web log post]. Retrieved

from https://hbr.org/2016/02/how­to­avoid­hiring­a­toxic­employee

Saks, A.M. Antecedents and consequences of employee engagement. Journal of Managerial

Psychology 21.7 (2006): 600­619.

Tomlinson, G. Building a culture of high employee engagement. Strategic HR Review 9.3

(2010): 25­31.