Employee Engagement Plan

Costed at as little as 37.19 an employee the line manager would own the credits until the employee decided to cash-in for a given benefit. Everest Case Study Introductory Note A number of assumptions have been made to create a meaningful set of proposals to the Everest Management team. Firstly, that structural reorganisation is well underway at Everest (albeit with little commitment due to poor communication strategies) - resulting in flatter line management structures with 670 employees (excluding senior management) split roughly into 6 departments of 110 employees per department, consisting of a total of 14 teams per department each with 7-8 people in them. Secondly, following a proposal by Jane Bull, research into work content and job evaluation has recently been undertaken with a view to the development of establishing both core competencies and team competencies. Thirdly, skills based training has occurred since the mid 90s following the introduction of new technology. It is impossible to separate elements of this assignment into Relations/Participation issues and/or Employee Reward concerns, due to the interrelation of the two disciplines and for this reason each area must be viewed in the context of wider corporate recommendations. TASK 1 Involvement of Employees in decision making has improved the quality of decisions and resulted in high savings - Blue Circle. 1. Introduction and Objectives. This report produces a focus on the constructive relationship between employees and management and is based on one fundamental assumption that every person within your organisation has the potential to add greater value to Everest if their full commitment and participation is engaged. Everest are undergoing a massive period of transformation with the pace of working life being controlled for many employees by technology - leaving management feeling impotent, and workers with the belief that they have less