Human resources are the most valuable and unique assets of an organization. The successful management of an organization’s human resources is an exciting, dynamic and challenging task, especially at a time when the world has become a global village and economies are in a state of flux (Armstrong and Taylor, 2014). The scarcity of talented resources and the growing expectations of modern day worker have further increased the complexity of the human resource function. Even though specific human resource functions as well as activities are a responsibility of the human resource department, the actual management of human resources is the responsibility of all the managers in a business enterprise. It is the duty of the workforce of a business organization to enhance and maintain the bottom line with its knowledge and capabilities of how the human capital affects the organizational success. The benefit specialists in the company aids in the reduction of the company’s expenses which are related to the turnover, attrition and recruitment and replacement of the human resource, they also form a significant part for the business entity as they possess the skills and expertise that are essentially required in negotiating group benefit packages for employees, within the organization’s budget and consistent with economic conditions (Bratton and Gold, 2012). The below carried out analysis has been focused on the strategies which can be implemented by the business corporation in order to make and increase the engagement of the employees. Further the challenges to the employee engagement strategies are also presented.
Workforce has to be considered as the backbone of any of the business organization as they are from one of the most significant component and character of the factors of production. No operations or the functionalities in a firm can be carried out without considering the human resource. Moreover, the maintenance of an adequate supply of potential employees is a crucial task for each and every organization. Moreover, the employer also needs to take care and consider the interests of the employees at various grounds, for instance a fair pay scale should be provided, motivation in the form of appraisals and incentives should be offered and their involvement in the managerial activities so that they feel important and perform tasks with a greater level of dedication. The engaged employees are more curious to grab opportunities and perform with a greater level of interest (Budhwar andDebrah, 2013). Hence the business, corporations should consider the concept of increasing engagement as strategic priority. The below mentioned are the strategies which an organization should implement so as to improve the involvement and engagement of the employees:
Make the use of the right employee engagement survey: According to the employees, when the business organization wants their suggestions on any of the topic then the individuals have an expectations of actions to be followed. But many times firms make mistakes by making use of the data which is collected from employee’s surveys and which is mostly considered as irrelevant and impossible to act on (Stahl, Björkman and Morris, 2012). The data collected from any of the survey needs to be relevant, specific and authentic and also be proven to create impact and influence the performance metrics.
Focus on engagement at the local and organizational levels. If the leaders want a real change,then it should be initiated from the ground or the local level. The business corporations will be able to attain the benefits from the engagement of the employees when the leaders will make a fair combination of the employee engagement into performance expectations managers and for the superior authorities and also motivate them to execute the same for the attainments of the expectations made. The team leaders and the managers should start involving and working with the employees so as to identify the issues or the problems associated with the engagement and opportunities which have an impact of positive change. As the workforce is to be considered as the experts of the processes, operational activities and the functionalities and also have knowledge about the products and the consumers. And so naturally, they are considered to be the best who have the ideas for the development and the enhancement of these elements and this will also tend them to deliver an improved performance level.
Define engagement goals in realistic, everyday terms: In order to make the engagement of the employees within an organizational structure, the leaders need to make the idea of engagement realistic in front of the employees (Brewster and Mayrhofer, 2012). The leaders are required to present the engagement objectives more meaningful to employees’ day-to-day experiences. The leaders should use the tact of describing the success and the value of the same by making the use of tools and powerful descriptions and also he or she can use emotive language (Chand. 2016). This will aid in giving meaning to the goals and will also develop a sense of commitment and responsibility in the team. There should be regularity about the discussion on the employee’s engagement and this can be done by the managers in the weekly meetings. Also there should be an assurance that the managers make employee engagement a significant part of the weekly meeting, and also it should be discussed in the action-planning sessions.
Select the right managers It is the understanding of a potential and capable manager that their personal and organizational development and success totally depends on the employees attainment. Great managers are the personalities who care about their team members and also about their success (Sparrow, Brewster and Chung, 2016). They take involvement and interest in the strengths of their employees and team members and also allow and allot them tasks and proper opportunities so that they can make proper utilization of their strengths in such a manner that they become capable of attaining their personal and organizational goals. Great managers empower their employees, and also they recognize and consider the contribution of the employees and also involve and consider their thoughts and opinions as relevant and important. The managers are required to very much talented as they have to select the potential individuals who are capable. It is the duty of the managers to select or recruit the individuals outside or can also provide training and make the employees capable who are working with the organization.
The below mentioned are some of the industries which are the leading names in making the use of best practices of employee engagement:
ANN. Inc, BCA (Bank Central Asia), Bon Secours Health System, China Merchant Property Development, Regions Bank etc. are some of the business corporation which has designed and developed a number of positive plans and policies for making the engagement of the employees (Terry and Mathis. 2013). Such as performance management, training and development, Induction and on-boarding, recruitment etc.
The process of employee engagement is a much broader concept and attaining positive results is a quite tough task for the same. So there are chances of raising a number of issues and challenge while implementing the strategies for the engagement of the employees (Nickson, 2013). The below mentioned are some of the challenges which a business organization can face while making implementation of the strategies:
More focus on bottom line not on employees: Employee engagement is made possible when the employer is able to determine the need of what to do and how to do. The employee engagement process is a kind of partnership in which the employees and the managers take part and mutually contribute and engage themselves in the process of development and growth of the Business. The companies must focus on employees rather than the bottom line so as to derive or attain the expected results (Storey, 2014). For attaining success and achieve goals the company will have to look beyond the profits. When there is no or less involvement of the employees, then it will surely have some negative impacts on the business corporation. By making use of talent strategy with business strategy the business entity can make engagement of the workforce happen. Most of the employees think that they are not fairly paid according to their capabilities and performance level; but, their leaders are being paid more than them (Evans, Stonehouse and Campbell, 2012). When the business corporation is not focusing on the internal equity, such as when an employee, who is an highest paid one gets compared with that of every-one within the organization then the employee will be de-motivated and there will also be a risk of losing that employee.
Leaders are not motivating or inspiring: The business corporations and the leaders mainly provide focus and also their primary concern is to bring an enhancement in the productivity, outputs and innovations in the products (Hawking. 2017). But without considering the employees at the same level, it is a quite tough task. The emotional situations and the employee’s satisfaction are intangibles which are very much difficult to understand and measure. It is the duty of the manager to determine and recognize the employee contribution, whether they are fully committed and enthusiastic about their work or not. The managers should carry out research on what motivates and drives employees in the workplace (Mok, Sparks and Kadampully, 2013). The managers can enjoy better level of engagement by making and understanding the concepts and the components which bring an enhancement in the productivity, also motivate the individuals to perform better and also increases efficiency of the employees. For instance, the team leader should be motivating but sometimes after the completion of the tasks the team leaders does not show any kind of appreciation or appraisal towards the employees (Kelleher. 2017).
No road to advancement or achievement: The business organizations have become more demanding and the employees are expected to serve there best of the time dedication which is provided to their careers. It’s no wonder that they become complacent and agitated when the opportunity for professional growth lacks (Boella and Goss-Turner, 2013). On the basis of the recent survey carried out it has been observed that when the employees lack opportunities which is later contributed to the low engagement and high employee turnover ratio. The individuals urge for an increase in the level of their skills and capabilities and also broaden their knowledge and also determine the need of professional development which is a huge motivational factor. By getting appreciation from the managers, the employees gets more motivated and dedicated and which provides them with a push to attain more targets. By developing and maintaining a positive environment where the employees are inspired to work, encouraged to succeed and which overall compliments the organizational growth and success (Schaufeli, 2012). By making a clear identification and a framework of the core strengths and potential of an employee, the company will be able to develop a transparent environment and which will clearly make visible the employee’s road to success. By recognition of the employees worth the organizations has created a culture where individuals will feel more appreciated for their work, will provide and serve a higher levels of engagement, and lower levels of employee turnover (Shields and et al, 2015).
Solutions to the challenges: Low engagement of the employees can come up as a huge barrier in the road to the long term success of any of the organization (Heathfeild. 2016). As the business corporations are willing to spend large amounts on the making the involvement of the employees and on the engagement activities, it’s paramount they understand what the key challenges are and how to overcome them. By making a clear determination towards the road of success, growth and career advancement and this will aid the business corporations to decrease the rates of employee turnover. The business organizations should have a set of communication channels which are open and as transparent as possible and also aids in creating an environment in which the employee feels heard and appreciated (Bamberger, Biron and Meshoulam, 2014). The company should build and develop a management system in which the employees should feel important and are give and receive feedback on a continuous basis.
Conclusion
From the above presented analysis, it can be inferred that human resource management is a significant task and need to be carried out with efficiency so as to attain the desired and pre-determined outcomes. Further focus has been given on some of the strategies which a company can implement for making the engagement of the employees in order to attain better productivity. Moreover, there are number of challenges which are faced by the business entity while implementing these strategies and also solutions for the same has been provided.
References
Armstrong, M. and Taylor, S., 2014. Armstrong’s handbook of human resource management practice.Kogan Page Publishers.
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave Macmillan.
Budhwar, P.S. and Debrah, Y.A. eds., 2013. Human resource management in developing countries.Routledge.
Stahl, G.K., Björkman, I. and Morris, S. eds., 2012. Handbook of research in international human resource management.Edward Elgar Publishing.
Brewster, C. and Mayrhofer, W. eds., 2012. Handbook of research on comparative human resource management.Edward Elgar Publishing.
Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management.Routledge.
Nickson, D., 2013. Human resource management for hospitality, tourism and events.Routledge.
Storey, J., 2014. New Perspectives on Human Resource Management (Routledge Revivals).Routledge.
Evans, N., Stonehouse, G. and Campbell, D., 2012. Strategic management for travel and tourism.Taylor & Francis.
Mok, C., Sparks, B. and Kadampully, J., 2013. Service quality management in hospitality, tourism, and leisure.Routledge.
Boella, M. and Goss-Turner, S., 2013. Human resource management in the hospitality industry: A guide to best practice. Routledge.
Schaufeli, W.B., 2012. Work engagement: What do we know and where do we go. Romanian Journal of Applied Psychology, 14(1), pp.3-10.
Shields and et al, 2015. Managing Employee Performance & Reward: Concepts, Practices, Strategies. Cambridge University Press.
Bamberger, P.A., Biron, M. and Meshoulam, I., 2014. Human resource strategy: Formulation, implementation, and impact. Routledge.
Heathfeild, S, 2016, What is human resource management, Assessed on 24th March 2017, https://www.thebalance.com/what-is-human-resource-management-1918143.
Terry, L and Mathis, 2013, Three strategies for employee engagement, Assessed on 24th March 2017, https://www.industryweek.com/engagement/three-strategies-employee-engagement.
Kelleher, B, 2017, 10 practical employees engagement steps that drive results, Assessed on 24th March 2017, https://hiring.monster.com/hr/hr-best-practices/workforce-management/employee-retention-strategies/employee-engagement-tips.aspx.
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