Context: Company Z is a bustling marketing company based in Central Auckland, which has been in operation for the last 20 years. The company has approximately 40 employees, who make up four teams. In order for the operations of Company Z to run smoothly, it is essential that employees work cohesively within their own team and with other staff.
- After evaluating their business plan and objectives, it was established that one of Company Z’s key priorities in the business was to know what their employees thought and to get a feel of the level of commitment their employees had to the business.
- Company Z understood that being aware to how people behave at work can make the crucial difference between business and operational success or failure.
- Company Z decided the best way to get an understanding of their employees would be to conduct a workplace survey rolled out to the entire organisation. However, Company Z didn’t have the tools or resources to create and administer a workplace survey.
- Company Z was referred to POD, who could design and administer an appropriate workplace survey tailored to the requirements that the organisation specified.
- Instead of the usual online questionnaire methodology used to obtain the responses, our POD consultant asked each survey question in a one-on-one interview with each employee. This manner allowed us to elicit further feedback or comments by delving deeper on relevant questions.
- Company Z’s staff were quite honest with their responses and whilst the workplace survey results showed some level of engagement and willingness to commit to the organisation and its goals, the problem was found to be a veritable lack of communication from top management down to employees. In general, the team members were not clear about the company’s vision and values as well as the organisation’s business goals.
Outcomes: Overall, POD assisted the client by providing the leadership team with an action plan to eliminate the communication gap, from conducting regular staff meetings and initiating the roll out of policies, to providing a device for ongoing performance and career management.
Employee engagement and the development of employment strategies is directly tied to the employees’ sense of value and the ability to give feedback about working conditions and their workplace relationships, particularly those involving manager-subordinate relationships.