Human Resource Management

This article discusses the importance of employee engagement in HRM and the different diagnostic tools used to improve it, including IES diagnostic tool, employee attitude surveys, employee focus groups, and employee turnover. It also covers barriers to employee engagement and HR strategies to raise it, such as communication, development, resourcing, and performance. The article concludes with a discussion on how to transfer new knowledge and skills into work practice.

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Human Resource Management
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Executive Summary
Employee engagement is an important aspect when the development of the company is a vital
part in the mission statement. Employee engagement emanates front the role played by the
supervisors and the senior managers. It is important to highlight that the employees feel
motivated and engaged when their ideas and issues are heard and resolved in a timely manner.
While the top barriers in the employee engagement includes: lack of a clear and a consistent
strategy of employee engagement; presence of managers that are themselves not engaged into the
workforce; lack of any major leadership from the front and lack of the effort of the employees.

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Evaluation of different diagnostic tools
IES diagnostic tool- this diagnostic tool uses the fact that the feelings of involved and
valued is one of the main drivers of engagement and the tool also shows the vital components of
feeling involved and valued. The identification of the components of components provides a
pointer to organization so that they can work towards the improving the quality engagement. The
organization takes into account of the engagement levels that requires to be improved and
maintained (Rao 2017).
Employee attitude surveys- it is a management tool for the managers and the business
owners so that they can learn and opinions and views of the employees considering the issues of
the company and their role in the organization. It helps the organization to understand needs of
the organization at different levels from the perspective of an employee. This is done by
conducting interviews and online questionnaire and is done to check the condition of the
employees with respect to a specific concern. The surveys are conducted regularly so that
employee morale can be increased and identified and the conflicting areas can be identified.
Several benefits of the employee attitude surveys include: marinating and boosting the employee
morale; assessing the policies of the organization; identification of the issues and problems.
Employee attitude survey are conducted both insource or in-house; the focus of the survey can be
chosen; the responses can be kept anonymous (Rao 2017).
Employee focus groups- it is described as a group of employee that get together and
participate in a discussion on a specific topic, the employees are also asked to provide ongoing
feedback. This specific tool helps in the improvement of the employee engagement,
identification of the critical issues that will eventually improve the employee engagement. This

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particular diagnostic tool is used to uncover the idea in an efficient and easy way so that the
employee engagement can be improved. The employee engagement helps in the uncovering the
strength and weaknesses of the employees. Employee focus groups is similar to conducting
employee survey and it means that the feedback of the employees are valued.
Employee turnover- Organizations experiencing high rate of turnover is very expensive
for the organization itself. This highlights that there are many reasons due to which the
employees are leaving their job. The probable reasons for employees leaving job can be: absence
of the belief of employees on the mission of the company, lack of challenge as well as lack of
opportunities of advancement. The employee turnover has a direct relation with the employee
engagement because the employees get engaged only when they find that they have opportunities
to grow, manager cares about the employees, the management considers the job as important part
for the company, the development of the employees are encouraged (Rao 2017).
Employee value Proposition
Employee Value Proposition (EVP) is an amalgamation of the characteristics which
includes how work is being executed in an organization and the benefits associated with it. The
EVP is a deal between the employees and the organization rather than the performance and
contribution of the employees. The deal itself defines the employer from the others in
competition. There are several ways of finding out what the employee are seeking and also
consider the organization as a nice place to work for. The survey data and the employee opinion
polls are the best places to start because a lot of information are already present at hand. These
data depict the opinion of the employees and what will work best for the employees and what
will not work for them. However, it is important to note that the survey data and the employee
opinion polls will not clearly convey any information regarding what is important for the

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employees (Sengupta, Bamel and Singh 2015). To attract and retain the employees, an EVP
ensures that it is unique and clear and that helps the organization to draw and retain employees or
otherwise the organization will lose employees and it will be a relatively attractive EVP. The
EVP will attract the tough to hire candidates and will also attract the different types of the
markets. If the company or the organisation is a multinational company, then it needs to change
its strategy depending on the work culture that are existing in a specific country. A proper EVP
includes the elements that will take into account of the various employees belonging to different
cultures, age groups, and functions. The successful EVP will be derived by combining the key
segments of the workforce so that a universal brand can be promoted and communication will be
promoted through each segment (Sengupta, Bamel and Singh 2015).
The EVP will also include the provision of surveying the existing employees in the
organization. This is an efficient and effective engagement tool and the employees will be seen
enjoying and appreciating the constructive steps taken towards this direction. The process will
also help boost the employee motivation, rebuild trust, and enhance the employee engagement.
Prioritising the human resource agenda will ultimately help the organization to develop the
organization. Thus, it will require the perspective of the employees and new professionals that
will be hired for the organization. The right kind of insights will help the organization to
specifically focus on what needs to be done to engage, retain and lure the employees. A specific
human resource agenda will help the organization to analyse the areas of improvements that
renders the employees to leave their job. Creation of a strong brand based on people-
organizations will become renowned due to the ways they treat their employees and what are the
qualities of the workforce (Sengupta, Bamel and Singh 2015).

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Barriers to the employee engagement and probable solutions
The major or the top barriers in the employee engagement includes: lack of a clear and a
consistent strategy of employee engagement; presence of managers that are themselves not
engaged into the workforce; lack of any major leadership from the front and lack of the effort of
the employees; Limited funding from the organization and lack of support for the process of
employee engagement; senior management have failed to identify the employee engagement as a
priority. The leaders and the senior managers of the organization often fail to see the correlation
between the long term benefits and employee engagement. The probable solution of improving
the employee engagement is through the application of 5 ‘I’. Inform- It is to provide the
employees with the information regarding the employee engagement and what is expected from
the them; inspire- so that the employees can connect with the company’s vision and mission.
Interact- supporting the employees will feedback, coaching, training; interact- taking action with
the employees so that conflicting issues can be resolved. Incent- deployment of the appropriate
systems that will help to reinforce, reward, and measure the desired behaviours (Alagaraja and
Shuck 2015).
HR strategies to raise the employee engagement
Communication- Human resource managers needs to establish open line of
communication between the management officials and the staffs. The first step will be to
establish an open line of communication. The supervisors and the managers must also know that
they must value the work of the employees. secondly, a messaging system is established which
will allow the employees to submit their queries and suggestions.
Development- Employees must feel that there is a room for improvement and this will
allow for advancement. Therefore, the HR strategy will involve the training programs, job

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advancement programs like the certification courses and training programs so that the employee
can attain higher position (Albrecht et al. 2015).
Resourcing- for the effective resource strategy, it is important to give the responsibility of
the resourcing strategy to a specific person or a manager. Monitoring of the expenditure and the
hiring practices through the cost-effective and successful strategies. Development of an internal
pool of professionals that will be used for the internal contact and references.
Performance- employees that feel supported will always have a clear target in their mind
and such employees always be appreciated for the good performance. to increase the employee
engagement, HR can integrate the performance goal setting. The HR managers can sit with the
employees in a meeting and can also identify the areas which is causing hindrance in
performance. The Human resources can go an extra mile to set up the metrics to analyse the
performance of the employees. The performances of the employees are vital aspects in the
development of the employees and their alignment with the organizational values and
organizational goals and targets (Albrecht et al. 2015).
Transfer of new knowledge and skills into work practice
The knowledge gained throughout the coursework can be effectively be employed into
the working practice. It is important to mention that the employee engagement concepts have
laid the foundation of how to engage with the employees and also with the various stakeholders
in a company including the major stakeholders. It is a highlighting fact that the employee
engagement is an important aspect when the development of the company is a vital part in the
mission statement. The important part is that employees when feel valued and when they are
heard, then employees can use their talent to enrich and work towards the development of an

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organization. The Knowledge is also gained through the human resource managers that can
effectively play a decisive role in the development and increasing the employee engagement.
Employee engagement is a vital strategy for the companies and organizations that want to
increase their growth and share in the market. Employee engagement is a broad term and it
includes the proper communication, development of the employees so that they have an aligned
target with that of the organization, resource management is also a vital aspect for the
organization so that they use the resources in a better way and for the betterment of the
employees. (Albdour and Altarawneh 2014).

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Reference
Alagaraja, M. and Shuck, B., 2015. Exploring organizational alignment-employee engagement
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Development Review, 14(1), pp.17-37.
Albdour, A.A. and Altarawneh, I.I., 2014. Employee engagement and organizational
commitment: Evidence from Jordan. International journal of business, 19(2), p.192.
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee
engagement, human resource management practices and competitive advantage: An integrated
approach. Journal of Organizational Effectiveness: People and Performance, 2(1), pp.7-35.
Anitha, J., 2014. Determinants of employee engagement and their impact on employee
performance. International journal of productivity and performance management, 63(3), p.308.
Rao, M.S., 2017. Innovative tools and techniques to ensure effective employee engagement.
Industrial and Commercial Training, 49(3), pp.127-131.
Sengupta, A., Bamel, U. and Singh, P., 2015. Value proposition framework: implications for
employer branding. Decision, 42(3), pp.307-323.