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Employee- Engagement measurement scale questionnaire
Independent Studies 1
ESLSCA Business School Paris (Egypt)
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LeadershipPreview text
ASSIGNMENT COVER PAGE
SURNAME: HETTEMA INITIALS: B
STUDENT NUMBER:
18228194
TELEPHONE NUMBER:
012 4708700
PROGRAMME NAME:
VWLDP
MODULE:
EMPLOYEE ENGAGEMENT
FACILITATOR:
JANE ROBERTSON
DUE DATE:
14/06/
NUMBER OF PAGES:
CERTIFICATION: I certify the content of the assignment to be my own and original work and that all sources have been accurately reported and acknowledged, and that this document has not previously been submitted in its entirety or in part at any educational establishment. 6606285121081ID number for assignments submitted via e-mail FOR OFFICE USE DATE RECEIVED:
CONTENTS
INTRODUCTION TO MY McCarthy VW Menlyn My TEAM
EMPLOYEE ENGAGEMENT SURVEY
MODELS AMD FRAME WORKS
ACTION PLAN
REFERENCES
ATTACHMENTS
Introduction to McCarthy VW Menlyn
1.
INTRODUCTION TO MY TEAM.
My team: We are situated in Menlyn, Pretoria, there are 17 sales executives in the team, made up of 5 black females and 4 white females, 6 white males, 2 black males. There is a mixture of ages, race, culture and creed. I have been the sales manager here for 2 years (with 24 years management experience). The team at present have been stable for the past 8 months and I do believe we are on the right track as far as a settled team is concerned.
2. THE ENGAGEMENT SURVEY.
It was conducted on 20 individuals within my department this included sales and admin people. The survey constructed, was to establish the emotional preparedness of the sales executives when they come to work. I tried to ascertain the extent of their engagement at work. To establish their commitment to their job and the business, i. was it just a job or is it a career to them, to pose the question of: do they want to be here or are they just here? To identify what makes them alert and engaged or what turns them into a zombie state. What they think their skills sets are and if they are skilled enough. It also questioned their ability to identify their productivity levels as well as their thoughts to increase it. The strengths and weaknesses were visible in the results which lead to an action plan being created to implement the necessary corrective actions and to measure them. (See attachment for the survey questions and answers)
3. MODELS AND FRAME WORKS
For us to understand this part, we need to first understand what we are dealing with. A model describes the method or means and a framework is a real or conceptual structure.
The model and structure I used in this assessment is based on the survey that was designed by The Gallup survey as well as the Towers Perrins survey but modified slightly to suite our needs. The results were varied yet there were a lot of commonalities present and strengths and weaknesses were indentified. The results were aligned to the attitude and the degree of engagement of the sales staff at the dealership at present. There was a clear understanding by the team of the term “being engaged” and the results showed that the team understands what is required from them to be engaged in the work place, they indicated that they receive daily feed back and the goals of the dealership and the importance there of is totally explained to them and understood by each and everyone.
In terms of engagement, there are differences between attitude, behaviour and outcomes. An employee might feel attitude is a stronger driving factor for them being engaged as they do feel about knowledge for example. Behaviour towards their job, client, colleagues and the business might make others feel more engaged than one who delivers on policy and procedures.
Outcomes of both these may include higher productivity, fewer conflicts, more innovation, and lower number of leaving and reduction of absenteeism. However all three of these, attitude, behaviours and outcomes are part of engagement as a whole.
These are also all necessary if we are to achieve total engagement in our businesses. Engagement is a marriage between the employer and employee consisting of trust, co operation, and safety in their employment, and the mutual commitment between them.
The questions used in the survey were varied to check on their mental approach to their work from an emotional aspect, their environment, with regards to their surroundings and their work space, as well as their skills they need to do the work expected of them to achieve the minimum requirements as set by the company in order to measure the relationship they have with their employer. This was done with the idea of finding out at what level of engagement they are currently at.
With engagement comes opportunity, in the form of development. This exists in the form of promotions. The development program identifies those who are 100% committed and engaged and have the skills and abilities to do what is asked and expected of them.
From a sales executive they develop through training and experience and become an ADM (assistant departmental managers). During this transition it is expected that they take responsibility and accountability of certain aspects and duties in the department. These tasks are varied and spread over a two year training program and includes every part of a departmental managers duties. If an aptitude is shown and the necessary skills are acquired they are given the opportunity to apply for positions as and when they become available.
Good sales people don’t necessarily become good managers and a leader needs to become leaders before they are leaders, not when they are leaders.
4. Action Plan
Goal: Achieve a level of engagement and sustain the
Action Step: What needs to be done?
- Implement a more rigorous employment strategy.
- A better selection process to be followed.
- More emphasis place on the type of person recruited in order to fit in with the profile of the business and the team.
- A closer management/employee relationship.
- A job specific orientation program to be developed.
- Frequent focus groups on the business goals and targets.
- A structured Personal Development Plan for employees
- A detailed progress/outcome reports to be drawn up and shared with the employee.
Responsible Person: Who should take action to complete this step?
- Sales Manager/HR to assist
- Sales Manager/ HR to assist
- Sales Manager
- Sales Manager
- Sales Manager/DP/HR
- Sales Manager/DP
- Sales Manager
- Sales Manager/HR
Deadline: When should this step be completed?
- Immediately
- Immediately
- Immediately
- From the recruitment stage.
- Immediately
- From date of interview
- Immediately
- Immediately
References Jim Riley Reference: Methods of recruitment (2010) Reference: Managing people (2009) Before founding tutor2u with twin brother Geoff, Jim was a director at Thomson Travel Group Plc and a Corporate Finance and Strategy specialist at PwC. Jim is graduate Economist, a Fellow of the ICAEW and has a MBA (Distinction) from Bradford Management School.
Alyssa Gregory: (2012) Is a small business collaborator and the founder of the Small Business Bonfire, a social, educational and collaborative community for entrepreneurs.
Tower Perrins (2008) Leadership of Towers Watson. Towers Watson(2010) The Gallup Survey(2007) Wellins, R. S., Bernthal, P., & Phelps, M. (2005). Employee engagement: The key to realizing competitive advantage. Wellins, Bernthal & Phelps, 2007)
Attachment
Engagment Survey
The questions/answers were the following: Q1: What do you understand by the term Engaged in you job? To be committed to my job Committed To be 100% committed. It means that a person is fully committed to their work. To be active at work and doing what you are asked to do
Q2: Do you consider yourself engaged in your job? Answer ChoicesResponses Not at all 0% Sometimes 0% All the time 100%
Q3: What do I get from my company? Support All the necessary support & good working environment To be my own boss- create my own life- to be successful. I get all I need Education, opportunities to grow in what I do sales
Q4: How often does management give you feedback about your work? Every week All the time CSI Very often Daily All the time
Q5: Do I belong here?
Q11: What makes you anxious? When I am not understood. WHEN I FEEL I AM NOT IN CONTROL Not knowing what to expect from management for not reaching my target. When things done go as they are planned. Dealing with difficult customers not getting to my target Deadlines. If there isn't enough time to do everything.
Q12: What makes you worry? When I can’t get my job done WHEN I DO NOT MAKE TARGET Not reaching my target and not knowing what to do to reach it When I don’t manage my time correctly. When we get quite days at the dealership My pay- if i dont reach my target If dont reach my set goal at work. (Targets)
Q13 What relaxes you? Shopping WHEN I AM IN CONTROL AND I GET TO TARGET Knowing that I have the ability to make it When i have done what is required of me. When there is a good and fun atmosphere in the dealership Reaching my target every month It’s the feeling that everything will be ok when I achieve my goal.
Q14: What bores you? Disrespect WHEN I AM NOT BUSY Not knowing what to do. I want to always have something constructive to do. Nothing, I always seek for a challenge A customer who does not know what they want.
Q15: When are you in control? When I can control what’s happening in my business WHEN MY PLANNING IS 100% AND REACH TARGET When my work is going well When I know what I’m doing and I know my product When doing negotiations on a deal
Q16: I consider myself skilled. Answer Choices Responses Strongly Disagree 0% Disagree 0% Neutral/Neither agree nor disagree 0% Agree 42% Strongly Agree 28%
Q17: Is McCarthy VW Menlyn work environment positive, neither positive nor negative, or negative? Answer Choices Responses Extremely 14% Moderately 28% Slightly 28% Neither positive nor negative 14% Slightly negative 0% Moderately negative 14% Extremely negative 0%
Q18: I am determined to give my best effort at work each day. Answer Choices Responses Strongly Disagree 14% Disagree 0% Neutral/Neither agree nor disagree 0% Agree 14% Strongly Agree 71%
Q19: What could you do to increase your productivity at work?
Employee- Engagement measurement scale questionnaire
Course: Independent Studies 1
University: ESLSCA Business School Paris (Egypt)
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