Employee Engagement Plan
Human Resources Management
August 18, 2012
Engagement Plan for XYZ Organization
The XYZ organization is a eight-year old public interest law and policy organization focused on reform of juvenile justice and other systems that affect troubled and at-risk children, and protection of the rights of children in those systems. XYZ has a staff of seven, consisting of an executive director, deputy director, operations manager, staff attorney, policy director, policy advisor and administrative assistant. They range in age from 28 to 68 (two -28, one mid 30’s, 3-mid to late 40’s and one 68)
From our readings, we know that employee engagement is more than what employees like and dislike about their jobs. It is also more than what they would change or keep the same. Contented Cows also tells us that “Just as productive employees are not always satisfied, satisfied employees are not always productive.” (p. 11) And there are those who just like having somewhere to go, collecting a paycheck or interacting with their “friends” in the office. These can all be reasons people give in job satisfaction surveys and the like, but tell little about what is really going on inside these employees. In fact, in Daniel Pink’s book Drive, he posits that the secret to employee performance and satisfaction is finding one’s true motivation. And contrary to what many would believe, Pink’s research bears out that for the majority of employees, the external reward of money is not the primary motivator. Additionally, an organization needs to have its employees engaged to achieve its goals. When an employee is properly engaged, they know not only the mission of the company but their personal role in that mission as well. When disengaged, there will be evidence of low morale, apathy, undermining of others and the organization, and withdrawal, which can all affect the organization’s bottom line.
In looking at our organization XYZ, we set forth what we think would be an initial layout of an employee engagement plan. First, to its credit, XYZ does have a fairly autonomous manner in how its employees are expected to perform their jobs. There is much collaborative work for employees working on projects and the ED lives by his bi-monthly in person staff meetings in which all manner of business of the organization is discussed from timesheets, internships, new projects and the financial situation of the organization. The ED truly believes in communicating to staff. In this way, employees are very aware of the status of the organization at all times and are able to pretty much perform their tasks with knowledge of how it affects the mission of the company. Only when there is a particular strategy or method in which the ED wants a project done or when there is a computer glitch or report due that is causing him pressure, does XYZ operate in a Motivation 2.0 style. However, in its short history, in which time at its largest XYZ employed ten individuals, several who left the organization noted issues of favoritism, lack of consistent policies, personal training and mentorship for some staff, and lack of performance appraisals as particular management issues that affected their ability to stay engaged or to see their role and worth to the organization, in their exit interviews.
In light of the above, we believe that XYZ should implement the following employee engagement plan strategies immediately to maximize the potential of all staff members and create an organization capable of surviving beyond the founder/executive director retiring. 1. Annual performance appraisals for all employees – Employees have an expectation and the executive should perform an appraisal at least annually. Currently, though ED spends much face time with employees on project related work, there is no time intentionally spent on employee issues, work...