by | Jan 21, 2021

Case Study: Employee Engagement

Context: Company Z is a manufacturing company that has been in operation in Auckland for the past 20 years. The company aims are to display their core values of innovation, design and quality in every aspect of their work. Six months ago, Company Z’s HR Manager left the organisation and since his departure, Company Z has experienced some issues with employee engagement.

Challenges:

  • Employees have become less interested in the work that they are doing, which has resulted in mediocre performance.
  • ‘Clock watching’ has become more noticeable with employees taking no interest in doing their job well, they just want to get in, and get out.
  • There has been a high level of gossip between the teams, which has led to tension and negativity, where some people are refusing to work with others within their team.
  • Line managers have no interest in resolving the issue of gossip in their team as they feel that people are adults and should be able to work these issues out for themselves.
  • The tension has led to a high error rate in very simple procedural tasks resulting in unwarranted customer complaints and unnecessary costs.
  • The managing director identified the issue as gaps in peoples training, which he then tried to resolve through re-training, however performance levels continued to plummet.

Strategies:

  • Company Z was referred to POD. The managing director met with one of PODs HR Partners, where he went through the issues Company Z was experiencing.
  • POD identified that the issue was employee engagement, which is why re-training had no effect on performance.
  • The first thing POD did was meet each line manager to establish weaknesses and areas for development to make a plan specific to each manager’s needs.
  • Over several months, the team at POD conducted weekly full-day coaching sessions with the management team at Company Z to enable improvement in the areas that they specified in their coaching plan.
  • POD was able to work alongside Company Z in-house to make sure that engagement policies were effectively implemented.

Outcomes: Overall, by installing HR systems and processes to support engagement initiatives, POD were able to facilitate staff members receiving appreciation of their work and individual contributions to the company and as a result engagement within the team lifted.

The moral of this case study is that deeply entrenched issues within your team should be managed as soon as possible. The lack of a solid HR management plan for people challenges such as these will definitely impact on engagement and eventually performance, productivity and profitability. At the end of the day you need to address the core issues.

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