Employee Engagement: Goals, Strategies, and. Outcomes

Transcription

1 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

2 Angelle Scott Leger RECOMMENDATION REPORT 2 Letter of Transmittal To: Human Resources and Upper Level 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

3 Angelle Scott Leger RECOMMENDATION REPORT 3 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.

4 Angelle Scott Leger RECOMMENDATION REPORT 4 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

5 Angelle Scott Leger RECOMMENDATION REPORT 5 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 top down and bottom up 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.

6 Angelle Scott Leger RECOMMENDATION REPORT 6 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 year long 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).

7 Angelle Scott Leger RECOMMENDATION REPORT 7 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).

8 Angelle Scott Leger RECOMMENDATION REPORT 8 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 three year 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 short term 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 top down 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 upper level management about employee engagement and retention levels at Company X and discussing

9 Angelle Scott Leger RECOMMENDATION REPORT 9 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 upper level 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 peer reviewed academic journals (such as Human Resource Management International Digest and Journal of Managerial Psychology) and research based websites (such as the Harvard Business Review and market research/survey based 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, post implementation 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 non financial incentives for good work D. To revise and improve hiring methods and company culture fit

10 Angelle Scott Leger 10 RECOMMENDATION REPORT 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: 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 V. Results 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. mini surveys after the rollout of each strategy A. The chief outcome for this project, or initiative, is to improve employee engagement via implementing the aforementioned strategies at this organization

11 Angelle Scott Leger 11 RECOMMENDATION REPORT 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 A. To increase communication and feedback opportunities, including both top down feedback and vice Strategies Institute monthly reporting for all offices and allow all employees access to this reporting for

12 Angelle Scott Leger 12 RECOMMENDATION REPORT versa transparency concerning company decisions. Institute quarterly performance reviews. B. To increase professional development opportunities, or investment in human capital C. To implement a system of employee recognition and rewards 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) 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 Institute a policy whereby employees can earn extra vacation time contingent upon completion of a certain activity 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 low to no 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

13 Angelle Scott Leger 13 RECOMMENDATION REPORT (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

14 Angelle Scott Leger 14 RECOMMENDATION REPORT 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.

15 Angelle Scott Leger 15 RECOMMENDATION REPORT Chart 2. Budget. Item Cost ($) Total Hours Estimated Total Cost ($) Technical Writer Services Survey software/ SurveyMonkey Incentive and professional development programs Graphic designer services (for company culture materials) $35.00 per hour 100 $3,500 $90.00 n/a $90.00 $50,000 n/a $50,000 $50 per hour 100 $5,000 Human resources consultants (2) $50.00 per hour per consultant 100 $10, Human resources staff (data collection and analysis)* Managerial staff and exempt staff (reporting)* Total $68, *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.

16 Angelle Scott Leger 16 RECOMMENDATION REPORT D. References Graziano, M. 6 myths of employee engagement [Web log post]. Retrieved from myths of employee engagement/ Hazelton, S. Positive emotions boost employee engagement. Human Resource Management International Digest 22.1 (2014): LaFleche, Brian. (2016, February 1). The annual employee engagement survey is dead. Here s a better approach [Web log post]. Retrieved from employee engagement survey/ Papachristos, Anna. (2016, February 18). Explore the inner workings of the employee mind [Web log post]. Retrieved from Porath, C. (2016, February 3). How to avoid hiring a toxic employee [Web log post]. Retrieved from to avoid hiring a toxic employee Saks, A.M. Antecedents and consequences of employee engagement. Journal of Managerial Psychology 21.7 (2006): Tomlinson, G. Building a culture of high employee engagement. Strategic HR Review 9.3 (2010):