Organizing, Researching and Illustrating your Material
Step 1: Methods
Observations will be made to see how the staff interacts with each other and their clients in their different departments. This will be done in hopes to see where the breakdowns in communication and problems in work procedures and protocols occur.
Each employee will be interviewed one-on-one and/or in groups by their respective departments. This will be done in order to shed light on the issues that came up and ask for the employees’ opinions and how they would resolve said issues.
To gather information from those who are associated with the company, and to have specific cases that would give probability to the proposed actions to solve the problems, employees along with clients serviced from the past 12 months will be asked to take a survey.
Step 2A: Surveys
i. Are you being compensated and allowed the benefits that were mentioned in your contract?
This is asked in order to determine the compensation of the employee which can be the cause of distraction.
ii. Is there any process of account review in the company?
This is asked to identify where management is strong and/or weak, when it comes to the accounts of the employees, clients and management itself.
iii. What would you change to make the work environment more pleasurable and boost morale?
This question will give the employees a sense of belonging and help them help us to find relevant solutions that’ll make the work environment more productive.
i. On a scale from 0-10 (10 being the highest), are you satisfied with the Roanoke Branch team and the services provided to you?
This is asked to determine if the company’s work output is up to the clients’ standards and if they are receiving what was promised in their contracts with the company.
ii. Do you know anything of the current situation within the company? If yes, kindly state the situation in brief.
This is asked to know if the clients are sensitive to the internal situation of the company.
iii. Would you recommend us to others? Why or why not?
This is asked to find out what is most preferred by our clients and where we need to improve. I also want to find out if our clients would tell others about us, and if not, what we can do to change that.
Step 2B: Letter to CEO of Roanoke Branch
P h o e n i x
Charlotte, North Carolina
Phone: 123-456-7890 Fax: 765-4321
June 4, 2018
CEO Roanoke Branch
110 Silver Crow
Roanoke, VA 10209
Dear Mr. Jonah Beene,
As Vice President of Human Resources Management, I send you this letter to ask your good office to assist me on your company. I would like to make a visit to your company on June 25, 2018 to carry out a five day investigation.
Our company president, Mr. Gregory S. Forest was made aware that four of our clients from your branch made complaints about your advertising department. He also discovered that a couple of your longstanding management employees have left the company within the last few months, along with the news of several other management and employee issues arising within your branch.
In order to fulfill the investigation for the probable causes and further effects of the problems and circumstances within your branch, I would firstly like to interview you, and then some employees and a few clients in relation to these issues. The coverage of my interviews and surveys are based on the company documents stated below; all of which I would like you to have available upon my visit:
– company policies and procedures
– employee performance reviews
– project designs of the last 6 months
– administrative configuration when it comes to company issues
– any other company policies that you may have in place
The response deadline is June 18, 2018.
Your full support is crucial in resolving these problems, and more importantly, in coming up with solutions to ensure a better future at both your branch and within our company as a whole. I am looking forward to working with you and your team soon.
If there are any questions, please do not hesitate to contact me. Thank you for your time and cooperation.
Asiya Khan, VP Human Resources Management
Step 2B: Problems and Illustration
1. Quality of work output and productivity dropped
2. Issues within company management
3. Lack of proper accounting
4. Customer service and social media management
5. Lack of necessary management training
Facts and Causes:
Decline in quality and productivity
– little to no communication
– low employee morale
– work overload
– lack of delegation
Impacts and Effects:
The investigation carried out at the Roanoke branch of the Phoenix Advertising company brought to light, the issues in management and employee relations that caused performance and work ethic to be significantly affected.
Employees found themselves working on average, a 12 hour longer week trying to meet deadlines. Complaints were also made of the workload placed on the employees due to the lack of a full work force and delegation. This resulted in a drop in morale and production and an increase in sick days. Projects took longer due to lack of communication, and morale dropped because employees felt drained and uncompensated for extra overtime. The employees’ enthusiasm to work made a huge plunge, which saw ebb in their performance level and work output.
New management has not been trained accordingly; hence they have not been following standard procedures with staff administration.
1. Graphic designers and art directors are to schedule a daily meeting to discuss all project outlines and updates. This clear line of communication will ensure timely delivery of service to clients and reduce extended overtime hours.
2. Traditional procedure training will be scheduled for all newly hired management immediately. One month after new management completes their training a second client survey will be sent out. Improvements in client response are expected at that time.
3. Employee achievements should be acknowledged, while blunders or failures in meeting targets should be addressed as soon as possible.
4. Add on more part-time workers to assist in the reduction of the overall tasks at hand of our full-time employees, especially during peak seasons.
After applying the data gathered from the investigation carried out at the Roanoke branch to a line graph, you can clearly see the comparison of the weekly hours of employees under new management, against the hours worked under the previous management.
A bar graph will be used to show client satisfaction under old management, new management and new management after traditional procedure training. All of the findings can be compared in a clear and concise manner.