Question:
This report build upon Part A in which you were asked to write an initial report against the context of the following:

There are many examples of organisations that clearly misunderstand the concept of employee engagement. Often levels of employee engagement are measured in a very superficial way that potentially adds very little value – for example, by the use of employee engagement surveys. Your recently appointed C.E.O, in the past has been a very strong advocate of engagement surveys. He has come to you (in HR) for advice and has asked for a proposal for how levels of employee engagement can be effectively measured. He/she has asked for an initial report which should provide explanation covering the concept and components of employee engagement and evidence showing its contribution to achieving business outcomes.

In this report, you are asked to consider the practical application and measurement of employee engagement.

Your report should be structured under the key themes of:
 A detailed analysis that demonstrates your clear understanding around the complexities of recognising and measuring levels of employee engagement.
 A range of suggestions to make to the CEO covering alternatives to engagement surveys, identify the key benefits of these.
 Examples of organisations that have adopted effective strategies to measure levels of employee engagement, thereby collating a range of realistic best practice ideas.

Solution:
Evaluation of different diagnostic tools, e.g., Q12, IES diagnostic tool, employee attitude surveys, focus groups, metrics such as employee turnover, absenteeism rates, etc. (3.1).
The diagnostic tools for engagement are used to establish the effectiveness of engagement in attaining its set objectives. In this case, some of the most common diagnostic tools include; employee attitude or climate surveys, focus groups, metrics such as employee turnover, absenteeism rates and the intention to leave.
Employee attitude survey
As noted by Van den Heuvel et al. (2015) this engagement tool is a management tool that can be used in learning about the views and opinions of their employees on issues regarding a company and their roles within that organization. In this case, it is identified as both a methodology and process that is used in guiding the management in their practice of appreciating the distinct needs of the organisation from their employee’s point of view. In the implementation of this diagnostic tool, different online questionnaires can be fielded or interviews conducted to understand the employee’s different levels of attitudes and engagement. The relevance of this diagnostic tool is informed by its effectiveness in guiding the identification of distinct issues and problems, assessment of the effectiveness of existing company set rules and boosting and maintain all the employees’ morale.
Focus Groups
This is the second diagnostic tool that is identified by Ulrich and Dulebohn (2015) as serving immense roles in the human resource profession. A suitable example is where the focus groups are used to gather appropriate feedback on different pilot programs or to evaluate the rate of the workforce in facilitating significant changes and reorganisation. In this case, they can be used as a supplement to the employee attitude and engagement surveys. Basically, it is relevant to note that the different focus groups can reliably be used to discover,…………………………………………………………………………………………………………Please click the paypal icon below or contact our team to receive the entire assessment