Employee Engagement Plan

Topics: Management, Term, Quality management Pages: 10 (7003 words) Published: October 30, 2014
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 control over their working environment - a situation of anomie. Customer relations too are changing with one-off domestic contracts being replaced by more exacting larger commercial companies with stringent expectations, but offering possible repeat business with lower margin opportunities but greater volume. The following proposals are therefore an attempt to redress these developments and introduce a long term evolving platform for involvement participation, commitment and personal growth for employee, management and company. One of the determining factors for success for any programme impacting on the relationship between employer and employee is the strength and robustness of existing employee relations. The newly revised Vision Statement and Core Values reflect this however these must be prized and embraced by all workers in an environment of openness and trust. 2. Context Prior to the programme roll-out, it will be essential to address two current employment relations issues ( which in themselves may be an expression of poor involvement / participation and communication channels within the organisation.) 21 Bill Giles. A full investigation into the dismissal should be initiated to ensure the correct process was followed and that all relevant parties are aware of all the issues involved. Clarification that conduct classifications for dismissal purposes are relevant and that procedurally we were thorough ie Company disciplinary procedure was followed with the opportunity to appeal offered. If a procedural inaccuracy was revealed it is imperative to rectify this at appeal stage. Also to pacify other workers, clarity and speed of resolution should be important considerations. 22 Unionisation. People like to feel their interests are considered especially over important decisions, and little opportunity exists currently at Everest. Some form of machinery is vital but it is questionable if the (mainly white collar) MSF will provide the panacea. Instead the...
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