Introduction
This individual report focuses on the evaluation of the recent survey on employee engagement of the company XYZ. Along with that, this individual report also focuses on providing recommendations for improving areas that need improvement to the executive board.
1. Values of Organisation based on Survey Results
Evaluation of Differences
The XYZ Group guides a culture of facilitated continuous learning and personnel profile improvement, with the organisation’s primary focus on operational excellence. Customer retention and job involvement are two areas where the organisation works diligently and without regard for the consequences (Ramasamy and Ali, 2021). The critical differences after comparing the results of the given survey can sum up as follows:
Long-term Deal Retention
The company’s culture bases on supporting its employees and customers daily. As per the comments of Arieli et al. (2020), the managers of XYZ needs to build up long-term deal retention by applying customer loyalty bonus and coupons.
Enhance Customer Passion
XYZ Group aims to support all the businesses it has collaborated with as it builds long-term relationships.
Connection
XYZ shares knowledge and skills to achieve better results that will assist them in creating a good picture, which will allow them to work more collaboratively in the future.
Excellency
The success of XYZ Group predicts its ability to execute well. According to its core beliefs, they help each other to achieve success along with their consumers (Stacho et al. 2019). Each of its managers motivates by the desire to achieve outstanding outcomes while simultaneously strengthening their colleagues’ professional skills.
Accounting of Differences
The managers of XYZ Group hope to evaluate and compare the survey findings with the values of the XYZ group to identify any differences and causes that may account for these differences. In addition to its professional service centre in Powai, India, its 6000 personnel spreads throughout 21 different countries worldwide. To maintain the quality mark of the group, which corresponds to their customer value, the company strives to provide high-quality services that help them retain clients.
Recommendations
The consulting organisation conducted an investigation based on the above results and came up with the following recommendations based on these differences:
Empowering Customer Retention Strategy
XYZ group’s client retention has decreased by 6% since the beginning of the financial year 2021. They need to retain 76% of the company’s customers with the help of retentive strategies by the end of 2022 since they included 70% of the group’s customers in 2021, a reduction from the previous year.
Financial Performance Strategy
Due to the group’s superior financial performance, it was less productive in 2021, with adjusted earnings before interest, taxes, depreciation, and amortisation of €39.9. With strategic financial management, XYZ Group needs to be more effective next year with earnings before taxes of €44.4.
Improved Connection Strategy
A segmented employee profile based on organisational structure suggests that 56% of employees were fully engaged, 22% were unsupported, 17% disconnected from the company, and 5% completely disengaged in 2021. These statistics need to increase up to 25% by 2022 with the help of a connective strategy, which will enhance the rate of connection between employees and clients.
a. Consideration of Differences
- Based on Geography
Geographical differences are one of the most important and recognized factors that has a huge influence on the engagement of the employees of a company (Parent and Lovelace, 2018). Since geographical differences directly influence the job satisfaction of the employees. As per the comments of Uddin et al. (2018), almost every employee wants to join such a company that is available within the preferable location. The geographical differences also have been influencing the employee engagement of XYZ Company. The ratio of sustainable engagement has declined more than 4% in XYZ Company and the geographical differences are a prime reason for it. As per the statements of Sugianingrat et al. (2019), the main reason for the decline in the portion of employee engagement is the geographical differences since most of the employees do not get the preferred location of their choice.
The survey has scored over 64 on the segment of career development and also on the communication section 84. This reason influenced the employee engagement of the company XYZ. On the other hand, the geographical differences have also been affecting the process of career development. As per the survey result, the company has faced an 8% decline in the seduction of career development since most of the employees do not get the opportunity for incrementing their careers. The survey has scored 81 on the sustainable engagement portion. Geographical differences have become a barrier to the growth of the process of career development.
- Based on Employee Age
The age of the employees is one of the prime factors that have an influence on the employee engagement of a company. As per the views of Nienaber and Martins (2020), there is no doubt that when employees aged at that time they become more experienced and mature. As per the views of Chaudhary (2019), all those senior employees can easily handle the responsibility of a highly preferred task since they can incorporate their previous experiences into the job. People of high age have the capability to engage in the workplace more seamlessly. On the other hand, employees whose aegis is below 25 years are more likely to take up new challenges since all new tasks need more exploration.
In this case, the survey result states that the employees below 25 years old have scored very high in the section on taking on new challenges provided by the company XYZ. The survey has stated that the company is fully customer-focused since it has scored more than 91, which is a good side of the company. Along with that employee who has recently joined means new joiners the XYZ Company has also resulted in a high range score in the survey, which means these, are the employees who have the availability to take on new challenges, which are also very important for a company. On the contrary, the survey result has represented that employees with ages above 35 years have scored less than the employees aged for almost below 25 years since they are not interested to put more effort for complete a task. They do not even want to explore new sections of a task and this has been affecting the employee engagement of the company XYZ.
iii. Based on Tenure at Organization
The tenure at an organization refers to the time of the working career of an employee within an organization. As per the statements of Tsourvakas and Yfantidou (2018), the tenure of an employee at an organization can also influence employee engagement within the workplace. The survey has scored more than 82 on the decision-making segment, which is definitely a good point. When employees work for a long time within a company, they become very familiar with all of the people and even the work style of the company. The company has so focused on diversity since it scored more than 89 in the survey with an increment of 2%. As per the comments of Milliman et al. (2018), it is very important for all the employees to get familiar with both the company and the employees for the purpose of employee engagement. However, it is also important for a company to get have a sustainable engagement (Lemon and Palenchar, 2018). As per the result of the survey, the company XYZ has been not able to ensure sustainable engagement and it has declined by more than 2%.
- Organizational Structure
The organizational factor is one of the major reasons that have the ability affects employee engagement (Rameshkumar, 2020). A poor organizational structure refers to that there is no trend of providing aunty type of opportunities to the employees (Othman et al. 2018). According to the survey result, the company XYZ has scored less than 1 percent in the portion of career development, therefore, it is very important to make improvements in this section for better employee engagement in the organization. However, the survey has scored around 76 in the segment of empowerment and innovation with an increment of 4%.
2. Identification of Actions to improve engagement
The survey has scored 64 with a decline of 8% in the section on career development. Therefore, it is very important to look at this section as the company XYZ needs to focus on this section. The company XYZ needs to promote training for the employees so that it can improve the career development process of the company. As per the comments of Turner (2019), every company needs to provide job training and educational support for fuelling the career growth of the employees. The survey has scored more than 86 with an increment of 5% in the segment of its ethics, which refers to, that all of the employees are satisfied with the ethical consideration of the company. It will become easy to make all employees believe in the company’s ethics regarding providing educational support.
The company XYZ also needs to concentrate on the process of its organizational change since the survey has scored 62 with a straight decline of 4%. In such conditions, the company XYZ must concentrate on the employee’s perspectives on whether the new change will affect the employee’s career growth or not. As per the comments of Islam and Tariq (2018), in this regard, the company needs to build up its communication strategy with its employees more so that they can easily convey when the company is having a new change. The survey has scored 84 in the section of communication, which is quite impressive with an increment of 2%, however, the company needs to improve it more.
The company XYZ has scored 76 with an increment of 4% in the section of empowerment and innovation, which proves that the company is very concerned with the empowerment of its employees. The leadership of the company is the main factor that increases the opportunities for empowerment since the survey has scored 83 with an increment of 3%. However, even after all of these major benefits the company is not able to maintain the required amount of sustainable engagement as the survey has scored 81 with a decline of 4%, which is a great loss. The company XYZ needs to bottom-up the on boarding process so that it can easily improve employee engagement within the organization. As per the views of Milhem et al. (2019), the process of bottoming up the on boarding process has a greater influence in order to maintaining sustainable engagement.
The survey has shown that the company XYZ has not been able to provide new opportunities to the employees to take on new challenges. The result of the survey has represented that not all of the employees are satisfied with this section of taking new challenges since it has scored 62 with a straight downfall of 20%. As per the opinions of Antony (2018), therefore, the company needs to take more initiatives to provide all of the employee’s opportunities so that they can take on new challenges for exploring new sectors. The survey has gained only 64 in the section on the satisfaction level of the employees regarding having a sufficient amount of long-term opportunities. In that cashew, the company XYZ has to find ways to it can provide the required amount of long-term opportunities to its employees.
3. Recommendations to improve the engagement Process
According to the findings, the XYZ group can improve their understanding of employee engagement by studying and working closely with companies with high employee engagement and those organisations that experience high performance (Deveau et al. 2020). The XYZ group can implement the following recommendations based on a critique of the survey design to achieve this goal:
- Engagement Integration as part of XYZ Group’s Capital Strategy
Any firm that has achieved growth aspires to keep its personnel motivated and engaged. XYZ Group can integrate engagement to be part of the group’s human capital strategy. This case demonstrates that this technique builds on involving strong leadership and a commitment from the firm. XYZ Group needs to develop a communication strategy within their organisation to improve the method of disseminating information to employees, which will result in higher levels of leadership involvement. The corporation can recognise and make effective use of the skills already present inside the organisation due to this strategy. Using the same technique, the XYZ group should implement a sound system of data follow-up strategy to such questions that could improve the process of understanding engagement at XYZ Group in the future.
- Inclusion of Engagement with Workplace Prime Concerns
The XYZ group needs to understand the workflow within the group since employee engagement is not about what the person does but rather about the way assignment completes throughout the firm. With the passage of this legislation, the company expects to see increased collaboration due to the increased emphasis placed on customer pleasure through the provision of high-quality services (Marnewick and Marnewick, 2019). To achieve tremendous success, the leaders of XYZ organisation must prioritise implementing new projects, altering fundamental employee expectations, bringing in new resources for employees, and providing employees with an opportunity to excel in their areas of specialisation.
Creating a solid employee engagement programme may appear straightforward, although it requires a compelling and competitive yearly employee survey to be effective (Keegan and Den Hartog, 2019). Moreover, assigning the survey to managers to complete on their own, with explicit conclusions that at the end of the day, they will acquire new ideas results in changes in their everyday behaviour. The XYZ group should do a thorough investigation into the negative engagement issues associated with the company’s performance and the organisation’s human resource strategy.
- Ensuring to Enhance Employee Satisfaction Level
XYZ Group needs to boost their employees’ morale when they are content with their work environment, which encourages them to contribute to achieving the company’s objectives, goals, and strategies. The XYZ group needs to ensure that their internal processes are more efficient and precise to maximise efficiency and confirm that they achieve their desired production level. Using this method, staff will not disconnect from systems’ workflow while attempting to acquire data information by ensuring that employees have a positive working relationship with the organisation (Hiekkataipale and Lämsä, 2019).
The organisation should have a clear awareness that its people are the most precious asset in the firm and that it must reinvest in them to achieve its goals and objectives (Branicki et al. 2019). Employee development, work-life balance, job happiness, and business culture are all tactics that the XYZ organisation should use to ensure employee engagement.
Conclusion
The survey result has represented that the company XYZ has done a great job in the segment of enablement since the survey has scored 5%. Along with that, the company has also been able to incorporate innovation and empowerment within the organization as it scored 4%. On the other hand, the company XYZ has not been able to improve the career development and sustainability engagement as it has scored 8% and 2%.
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