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Executive Summary

The paper provides a detailed analysis of the XYZ group employee engagement survey. The company was established in London and Hong Kong in the year 1988 considered to be the international provider of the global leading administration service in over 30 jurisdictions. The service of the company includes the formation of accounting and reporting, services related to executive compensation, global corporate secretary, management of global treasury and services related to regulatory and compliance level. It has to identify the basic principle of the organisation by surveying 6547 workers to get meaningful data related to career development as well as work-life balance. To compare these findings, it is important to address the benefit and highlight the survey results to understand the sustained engagement within the organisational success. The results indicate the scores and colour and differences of employee engagement which is indicated through favourable grades highlighting with different colours. The segment overview employee age and tenure information provided in this paper also aids in our understanding of the engagement strengths and potential of the staff. As it is crucial to the company's future growth plan, the document aids in identifying the company's perspectives on diversity and inclusion. Additionally, the corporation has been noted to be adequately informed about the functioning of the organisation and to be really customer-oriented. Determining the degree to which employees are completely engaged, detached, unsupported, and entirely disengaged will highlight the overall engagement profile category. Also, this report examines many benchmarks against other areas, including XYZ's overall 2018 performance and the company's highest performance standard. Information on the category breakdown survey for various segments is also included in the report. Still, favourable engagement, enablement, and energy ratings provide a broad picture of sustainable involvement. In order to understand the process of leadership in the organisation, the paper has considered transformational leadership to identify the type of leaders in the company and their relation to the employee engagement.

The several components of organisational performance that indicate employee happiness and education will be highlighted by this survey. This paper also highlights the basic implications of long-term involvement by stressing the significance of professional growth. This survey has allowed for the investigation of additional significant communications-related questions by taking into account the various influences of employee satisfaction and engagement levels. In order to better understand the variety within the organisation, the firm has taken into account the key driving questions about sustained engagement through career development, customer focus, leadership, and employee feedback. Ultimately, the study concludes with a number of suggestions for the board of directors that will assist the business in identifying the areas that require development in order to implement future growth objectives and in achieving a sufficient degree of staff involvement. In order to help the business understand its growth and engagement plan, the paper's conclusion includes a discussion of the survey's findings.

Introduction

XYZ Group is a company established in London and Hong Kong in the year 1988 which is a global world-leading provider specialised in administrative services over 30 jurisdictions. The business has grown historically since the acquisition in the year 2018 and has focused more on staff engagement internally and hiding directly from the market. This study provides a thorough analysis of the most recent XYZ Group Employee Engagement Survey, with an emphasis on contrasting the survey findings with the organisation's basic principles. The survey, which included responses from 6,547 workers, offers insightful information on a variety of employee engagement-related topics, such as work-life balance and career development. With the aid of insightful, high-quality information about the employee's perspective, this study will assist readers in understanding employee feedback. Through a comparison between these results and the declared values of XYZ Group, this research seeks to pinpoint areas that could benefit from alignment. Therefore, this paper will identify the relationship between employee engagement and direct engagement with the board in terms of communication leadership, employee feedback, career development and so on.

Need to Compare the Results of the Survey with the ‘Values of the Organisation’

It is important to know about organisational well-being and employee satisfaction in order to foster an atmosphere that is favourable to innovation and growth. This report provides an overview, including overall scores, comparisons to high-performance norms, and year-over-year progress, based on survey findings from XYZ company (Shahzad et al. 2021). It analyses particular categories, highlighting problem areas and opportunities, and offering crucial data for strategic decision-making in the quest for organisational excellence. The way that people understand and interpret their work culture greatly influences the organisational climate. Clear behaviours and policies are associated with aspects like safety climate, innovation climate, and inclusion climate, which provide practical insights for constructive organisational development.

Survey Highlights

Most importantly, organisational success is directly connected with sustainable performance. It also shows the employees' dedication and satisfaction. Through the wide examination of employee feedback, the report aims to identify the areas that need focus and targeted interference to support long-term engagement levels. One important measure that examines how teams address job difficulties is support (Van et al. 2020). Another important element is that energy measures how sustainably employees can maintain their levels of energy during the work week.

Building a positive organisational atmosphere requires effective communication. the communication procedures of XYZ company or examined in the section with particular focus given to the manager, communication, goal awareness and information exchange. Additionally, important communication-related key questions are investigated, taking into account the impact on the overall engagement level. The impact of communication methods on employee satisfaction and organisational cohesion is looked at carefully (LEE and KIM 2021).

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In this report, there are three identified important factors: leadership, customer, focus, and career development which are critical to maintaining employee engagement in the long run (Chanana and Sangeeta 2021).

Career Development

The survey shows how workers believe there are chances for skill development and professional advancement inside the company. Employee opinions on career development are extremely important as they demonstrate the company’s commitment to nurturing talent and fostering a culture of continuous growth. (Dachner et al. 2021).

Figure 2: Career development

(Source: Case study)

Leadership

A crucial portion of long-term possibility is leadership. This paper examined the leadership team's ability to encourage and maintain the workforce and increase the success rate of the organisation. The study also examines leadership behaviour that can support a positive business culture and highlights the important role that leaders play in determining the culture of the organisations (Mansaray, 2019). Employees' analysis of a leader's efficiency of important information about areas that could benefit from the strategic initiatives or leadership development. The paper considers transformational leadership theory where it identifies the relationship of the employees and employer with the help of employee engagement surveys. Further, this theory helps to understand the effectiveness of the leaders that inspires the employees to work in a positive environment with high priority. The transformational leader helps to provide clear vision, motivate and inspire showing real interest and offering intellectual challenges to the needs of their employees. This type of leader increases the personal status of their lower-level staff for demonstrating values of concern and humility for others (Reza, 2019). However, this type of leader helps to provide an attractive and optimistic vision for the future by understanding the needs and ones of the employees, encouraging the team and stimulating creativity. The implication of the survey is to understand the relationship of the transformation leadership influencing the employee engagement. The better application of transformational leadership in terms of employee engagement has been shown by the XYZ group employee engagement survey. Therefore, this provides the opportunity of training and development and staff encouragement in order to take on new challenges.

Effective leadership is a critical component of long-term sustainability since it drives employee motivation and supports organisational success. In light of leaders' significant influence over organisational culture, the present research assesses the leadership team's ability to motivate and sustain employee engagement. The study applies the notion of transformational leadership and makes use of employee engagement surveys to assess the relationship between leaders and employees. Positive team dynamics can be caused by transformational leaders, who show a clear vision and an actual interest in the needs of their employees. The results of the employee engagement survey conducted by the XYZ group show the benefits of transformational leadership. These include the potential for staff growth and encouragement to take on new challenges and integrate a critical ethical component into their work.

Employee Comments

This section indicates the crucial collection of employee feedback and highlights the important areas for improvement. The report also offers qualitative insider information into the organisational environment through the analysis of this feedback (Stamolampros et al. 2019). Some areas that have received a lot of feedback are “ethics, diversity and inclusion, and teamwork”. These provide information as per employees' situation.

a. Ethics

In the field, employees are important for knowing how organisation operations are running. By closely examining these remarks, XYZ company can strengthen a strong commitment to important behaviour and transparency by gaining knowledge about issues that need addressing (Ide et al. 2020). In addition to taking care of these issues, this strategy helps the company develop a culture of integrity and trust.

b. Contrasting & Addition

The “contrasting and addition” category looks into how staff members see (Joshi et al. 2020). Actions that can be taken to handle issues or recommendations discovered from these remarks, promote an environment at work that welcomes diversity.

c. Teamwork

Teamwork and employee feedback provide important data relating to team unity and collaboration. Gaining data into certain areas that are mentioned in the feedback helps XYZ companies develop strategies that improve teamwork. Efficient teamwork is important to the success of the organisation. By ensuring that the company responds continuously to the changing demands of its employees, this strategy helps in a high-performing and cooperative work environment.

Consider Differences According to Geography, Employee Age, and Tenure at the Organisation.

Geography

XYZ company shows significant variations in employee engagement levels across different segments, despite having 6000 employees spread throughout over 21 nations. Understanding the differences is essential to customise strategies to satisfy certain requirements and promote a unified company culture.

Segment Overview:

Segment A (Europe): Europe contributes significantly to the operations of XYZ group with 650 employees. Even if segment A's total engagement score is 6547, there are small differences across several parameters. Interestingly, there is a difference between issues in areas like decision-making and the quality of the direct manager and favourable development in areas like customer focus, strategy, and direction (Tjandra et al. 2019).

Segment B (China): with the 2017 acquisition of segment B, XYZ group gained access to a substantial workforce. With 1327 employees, this segment makes a large contribution, but the engagement research shows that there is still a need for development, particularly in areas like organisational change and leadership (Chhabra et al. 2021). Enhancing involvement may require an understanding of cultural differences and matching strategies with local expectations.

Segment C (Manchester and Hong Kong): approximately 2000 colleagues, make up the professional accounting staff, which is mostly based in Manchester and Hong Kong. This workforce is crucial. The engagement scores indicate that pay & benefits and empowerment & innovation, present particular difficulties, indicating the need for focused actions in these domains.

Segment E (Powai, India): With about 1,000 coworkers, the accounting and administrative support centre in Powai, India, is primarily made up of younger employees. The engagement scores indicate problems with things like communication and facilitation. Enhancing engagement can be achieved by customising development programs for junior employees and eliminating communication barriers.

Segment F (Taiwan and Macau): segment F, which employs 230 people, demonstrates promising developments in the fields of empowerment, innovation, and teamwork. However, a comprehensive engagement plan requires paying focus to issues like organisational change and pay & benefits.

Segment G (Jersey and Luxembourg): in segment G, which is led by the global heads of funds and products, there are high-end experts (Prieto and Vecco 2021). The engagement scores show areas of strength in decision-making and leadership. Encouraging cooperation and knowledge exchange among elite professionals can help to maintain long-term positive involvement.

Employee Age

Career Development Across Age Groups

Analysing the survey results according to the age of the employees reveals interesting trends in how people view prospects for professional advancement. Employee satisfaction is lower, for younger workers (less than 25 years old), which is in line with the industry's patterns where early-career professionals frequently aim for quick advancements (Petcu et al. 2021). On the other hand, walkers with over 35 years of experience or more satisfied, which may mean that they have previously passed, significant professional turning points. Developing efforts for professional growth that are specifically targeted to the requirements and goals of various age groups becomes important.

Communication Preferences Among Age Groups

According to the survey, different age groups have different communication styles. While older employees may lean towards traditional means, younger employees, Who have become used to digital communication may choose technology-driven channels (Puma, 2022). To create communication strategies that appeal to the organisation's diverse age group population, it is essential to understand these preferences. A multi-channel strategy guarantees that information is efficiently communicated to every employee.

Sustainable Engagement and Age Dynamics

Analysing long-term involvement from the perspective of employee age shows significant trends. Since they are frequently more ecologically aware, younger workers could give sustainability projects more significance since they see them as essential to their involvement (Ogutu et al. 2023). Incorporating sustainability into career development initiatives helps foster a sense of purpose and alignment with organisational values, particularly among younger staff members.

Tenure

Customer Orientation Across Tenure Groups

Analysing employee tenure-based perception, scores of the companies, and customer orientation reveals various interesting characteristics. Shorter-tenured employees, particularly those who are classified as "New Joiners" and "Less than 1 year" of experience, believe the organisation to be very customer-focused as their ratings exceed 90%. Employees with longer tenure, such as those with "21 years or more" get slower scores, and this could indicate that expectations or perceptions have changed over time.

Inclusion and Diversity Impact on Tenure

There appears to be a favourable correlation between recent hires' opinion of the companies, commitment to inclusivity, and their consistently higher scores on this feature. Employees with longer tenure, particularly those with 21 years or more show significant loss courses suggesting that this area could use improvement or communication about diversity programmes.

Information Accessibility and Tenure

Employees with longer tenure, the kids that are more familiar with the organisation's performance measures. This understanding highlights how important it is to use efficient communication techniques when sharing performance-related information, particularly with junior staff members who need more assistance in understanding the company’s objectives and accomplishments.

Recommendations to the Board of Directors

Enhance Career Development Programs

To address the declining employee satisfaction with career development opportunities, the board must consider improving the career development programs that are suited for the various age groups. A culture of continuous learning can be promoted and the satisfaction gap can be closed through initiatives that focus on skill development, mentorship, and aligning the career path with organisational objectives. Further it is important to understand the long term career goals of the employees rather than making assumptions about the career development goals and progress of the job without increasing them to discuss and share their career aspirations.

Revise Communication Strategies

To address the communication gaps. When it comes to information exchange across departments, the board should take steps toward updating the communication plans to ensure an easy information exchange system of working. This could mean creating meetings for communication between departments, knowledge and sharing segments, and frequent updates. It is essential to take several initiatives of managing training seminars, changing communication channels, working on team building strategies and addressing the issues of staff directly which helps to address the communication gaps in the company. Listening skills are considered as the most critical skills which are required while working in an organisation in order to understand the team. This will help the management to deliver information and eliminate fluff between them.

Strengthen contrast and additional Initiatives

The board needs to focus on expanding contrast and addition programmes while also considering the various market segments and cultural characters into account. Establishing focused initiatives, education, and advanced programs can contribute to the development of a more contrasting workplace.

Encouraging transparency

It is essential to be open and transparent with the employees regarding the company plans, challenges and goals. This helps to generate trust and foster a sense of teamwork and collaboration. It provides opportunities for various feedback that regularly solicit the comments from the employees and need to listen to them actively to their concerns and ideas.

Prioritising feedback

Employees rate for providing feedback is considered to be the important skills the board or manager can have right after the communication. Employees tend to provide feedback and it affects the engagement level. The board needs to talk to the direct report regarding their preferred strategy of receiving the feedback in order to employee engagement in such a way which can be considered a meaningful criteria for them.

Conclusion

The study places a strong emphasis on the value of open communication in helping staff members feel like they belong and or are in line with company objectives. Career development, an important aspect of the company culture, is closely examined to determine how it affects long-term commitment and employee happiness. Opportunities for professional growth and skill development are the main focus of this examination of career development which is a complex subject. Feedback is made by the employees in these areas of qualitative insights and a more complex picture of the organisation environment.

This report indicates the specific survey questions about chances for skill development, professional advancement, and opinions about long-term goals within the organisation. The analysis also includes employee comments, which offer qualitative information about the viewpoints and goals for professional development. This segment of the report is important as it highlights the key points of questions that have a big impact on XYZ company’s engagement. This survey is fulfilled by identifying the leadership model from the module that helps to understand the effectiveness of employee engagement in an organisation. This is an important segment for the organisation that helps to understand the importance of employee engagement and relationship related to the seniors. The research offers practical information into potential improvement areas, assisting in the development of strategic initiatives to increase the efficiency of communication.

References

Chanana, N. and Sangeeta, (2021). Employee engagement practices during COVID‐19 lockdown. Journal of Public Affairs , 21 (4), p.e2508.

Chhabra, D., Singh, R.K. and Kumar, V., (2021). Developing IT-enabled performance monitoring system for green logistics: a case study. International Journal of Productivity and Performance Management , 71 (3), pp.775-789.

Dachner, A.M., Ellingson, J.E., Noe, R.A. and Saxton, B.M., (2021). The future of employee development. Human Resource Management Review , 31 (2), p.100732.

Ide, K., Tsuji, T., Kanamori, S., Jeong, S., Nagamine, Y. and Kondo, K., (2020). Social participation and functional decline: a comparative study of rural and urban older people, using Japan Gerontological Evaluation Study Longitudinal Data. International Journal of Environmental Research and Public Health , 17 (2), p.617.

Joshi, P., Santy, S., Budhiraja, A., Bali, K. and Choudhury, M., (2020). The state and fate of linguistic diversity and inclusion in the NLP world. arXiv preprint arXiv:2004.09095 .

Kim, M., Lee, J. and Kim, J., (2019). The role of grit in enhancing job performance of frontline employees: the moderating role of organizational tenure. In Advances in Hospitality and Leisure (pp. 61-84). Emerald Publishing Limited.

LEE, C. and KIM, S., (2021). Collaborative communication, information sharing and supply chain performance. The Journal of Industrial Distribution & Business , 12 (5), pp.27-36.

Mansaray, H.E., (2019). The role of leadership style in organisational change management: a literature review. Journal of Human Resource Management , 7 (1), pp.18-31.

Ogutu, H., El Archi, Y. and Dénes Dávid, L., (2023). Current trends in sustainable organization management: A bibliometric analysis. Oeconomia Copernicana , 14 (1), pp.11-45.

Petcu, M.A., Sobolevschi-David, M.I., Anica-Popa, A., Curea, S.C., Motofei, C. and Popescu, A.M., (2021). Multidimensional assessment of job satisfaction in telework conditions. Case study: Romania in the covid-19 pandemic. Sustainability , 13 (16), p.8965.

Prieto-Rodriguez, J. and Vecco, M., (2021). Reading between the lines in the art market: Lack of transparency and price heterogeneity as an indicator of multiple equilibria. Economic Modelling , 102 , p.105587.

Puma, E.G.M., (2022). How universities have responded to E-learning as a result of Covid-19 challenges. Periodicals of Engineering and Natural Sciences , 10 (3), pp.40-47.

Reza, M.H., 2019. Components of transformational leadership behavior. EPRA International Journal of Multidisciplinary Research, 5(3), pp.119-124.

Shahzad, A., Hassan, R., Aremu, A.Y., Hussain, A. and Lodhi, R.N., (2021). Effects of COVID-19 in E-learning on higher education institution students: the group comparison between male and female. Quality & quantity , 55 , pp.805-826.

Stamolampros, P., Korfiatis, N., Chalvatzis, K. and Buhalis, D., (2019). Job satisfaction and employee turnover determinants in high contact services: Insights from Employees’ Online reviews. Tourism Management , 75 , pp.130-147.

Tjandra, N.C., Ensor, J. and Thomson, J.R., (2019). Co-creating with intermediaries: understanding their power and interest. Journal of Business-to-Business Marketing , 26 (3-4), pp.319-339.

Van, N.T.T., Vrana, V., Duy, N.T., Minh, D.X.H., Dzung, P.T., Mondal, S.R. and Das, S., (2020). The role of human–machine interactive devices for post-COVID-19 innovative sustainable tourism in Ho Chi Minh City, Vietnam. Sustainability , 12 (22), p.9523.

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